Third Party Support Services for VMware
Spinnaker Support is the leading provider of independent Third-Party Support for VMware software. We help organisations significantly reduce support costs while improving service quality. Our expert engineers deliver high-performance support backed by industry-leading SLAs—trusted by global brands seeking flexibility, value, and freedom from vendor constraints.
Features
- Software break/fixes
- General inquiry support
- Security and vulnerability management
- Technology advisory services
- Archiving Services
- Dedicated Account Support lead & Customer Success Manager
- 24/7 x 365 multi-regional global support team
Benefits
- High-quality and Responsive Support
- Immediate Maintenance Cost Savings
- Retain Your Stable System, Fully Supported
- Preparing You for Your Digital Transformation
- Connectivity Method defined by Customer
- Lowest Engineer Utilisation Rates
- Improve Security Posture
- No Forced Upgrade Path to Subscription
- Access to Ex-VMware Engineers
Pricing
Service documents
Request an accessible format
Framework
G-Cloud 15
Service ID
1 3 9 4 7 9 2 2 1 9 3 8 7 9 2
Contact
SPINNAKER SUPPORT LIMITED
Jon Gill
Telephone: 07701667291
Email: khoulihan@spinnakersupport.com
About your service
- Service categories
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Cloud Support Services
Ongoing Support
- Product support capabilities
- Logging and management of incidents
- Reporting and proactive results analysis
- Dispatch of service technicians and/or parts
- End user training coordination
Service scope
- Service constraints
- Spinnaker Support cannot provide code changes to fix issues as VMware by Broadcom owns the intellectual property and Spinnaker Support respects this.
User support
- Email or online ticketing support
- Yes
- Support response times
-
P1 (Critical Priority): Response within 15 minutes, 24x7x365. Target restoration in less than 4 hours, with root cause resolution within 2 days.
P2 (High Priority): Response within 15 minutes, 24x7x365. Target restoration in less than 2 days, with root cause resolution within 5 days.
P3 (Medium Priority): Response same day or within 1 business day. Target resolution in less than 7 days.
P4 (Low Priority): Response same day or within 1 business day. Target resolution in less than 10 days - User can manage status and priority of support tickets
- Yes
- Online ticketing support accessibility
- None or don’t know
- Phone support
- Yes
- Phone support availability
- 24 hours, 7 days a week
- Web chat support
- No
- Support levels
- Spinnaker provides consistent support coverage across all customers, with no price differentiation between support levels. For critical issues (P1 and P2), customers receive a first live response within 15 minutes of logging an issue through the Support Portal. For lower-severity issues (P3 and P4), responses are provided within the same business day during support hours, or the next business day if reported after hours or on weekends. Resolution times depend on the severity level and the agreed service level agreement (SLA), which is set by the customer. P1 and P2 issues receive the highest priority, with resources dedicated continuously until a resolution or work-around is found, while P3 and P4 issues are addressed within one business day and worked through to completion. Each customer also has access to an Account Support Lead (similar to a Technical Account Manager), a Customer Success Manager, and an Account Executive, ensuring strong alignment and communication. Multiple points of escalation are available to guarantee that any issues are handled promptly and effectively, providing customers with a comprehensive and responsive support experience.
Resellers
- Supplier type
- Not a reseller
Staff security
- Staff security clearance
- Other security clearance
- Government security clearance
- Developed Vetting (DV)
Pricing
- Discount for educational organisations
- No
Architecture roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate solution architect | £800.00 | £50.00 |
| Solution architect | £1,000.00 | £1,000.00 |
| Senior solution architect | £1,200.00 | £1,200.00 |
| Lead solution architect | £1,500.00 | £1,500.00 |
| Principal solution architect | £1,700.00 | £1,700.00 |
Cyber security roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Lead cyber security audit and assurance | £2,000.00 | £2,000.00 |
| Principal cyber security audit and assurance | £2,250.00 | £2,250.00 |
Product and delivery roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate delivery manager | £1,200.00 | £1,200.00 |
| Delivery manager | £1,500.00 | £1,500.00 |
| Senior delivery manager | £1,800.00 | £1,800.00 |
| Head of (Agile) delivery management | £2,000.00 | £2,000.00 |
Non-mandatory Standards and certifications
- ISO/IEC 27001 certification
- Yes
- Who accredited the ISO/IEC 27001
- IAS
- ISO/IEC 27001 accreditation date
- Thursday 17 April 2025
- What the ISO/IEC 27001 doesn’t cover
- N/A
- ISO 28000:2022 certification
- No
- ISO 9001 certification
- Yes
- Who accredited the ISO 9001 certification
- Intertek Testing Service
- ISO 9001 accreditation date
- Tuesday 11 April 2023
- What the ISO 9001 doesn’t cover
- N/A
- Quality management systems (QMS)
- Yes
- CSA STAR certification
- No
- PCI certification
- No
- Cyber essentials
- Yes
- Please provide your Cyber Essentials Certificate Number
- 0dedfd15-ba5f-44c0-aae9-56880a982acb
- Cyber essentials plus
- No
- Cyber Essentials Alternative
- You do not have a current and valid Cyber Essentials Plus certificate, or will not have in place within 12 months of the date of award but have an IASME certified equivalent.
- Other security certifications
- No
Social value
- Section B - Commitment for Future: Delivery
-
-
Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.
Policy Outcome 1: Fair work: That offers fair wages and good working conditions. Help people get a job, stay in work, and progress in their careers, with good employment opportunities across the country. Notes: Where there is a large proportion of labour costs in the contract, commercial teams should consider MAC in Outcome 1 as a priority
- New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
- Providing opportunities for, and measuring and monitoring of, staff workforce conditions over time, including employee engagement, involvement in decision-making and satisfaction and adapting to any changes in the results, with clear processes for acting on issues identified
- Plans to engage the contract workforce in deciding the most important workplace issues to address
- Ensuring new workers are informed of their right to join a trade union
- Monitoring of employee engagement rates (by protected characteristic) and, where necessary, the development of actions to ensure all voices are heard across the diversity of the workforce
- Employment contracts that reflect actual hours worked; steps taken to ensure employees understand their contracts and have the ability to review and adjust them if actual hours regularly exceed contracted hours
- Activities that support an environment where staff are educated about, and feel empowered to, address their physical wellbeing
- Activities that support an environment where staff are educated about and feel empowered to report and address bullying and harassment
- Activities to cascade good practice on fair working conditions throughout the supply chain
- Offer a pay and leave entitlement to all eligible staff who become kinship carers, ideally equivalent to statutory adoption pay and leave
- Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
- Entitlement to sick pay for the contract workforce, with provision in place for any staff who do not meet the earnings threshold for statutory sick pay, payment of sick pay from day one of absence and payment of staff on the contract workforce who are off sick a replacement income of 100% of their usual earnings for as long as possible
- Plans for an appropriate income replacement policy for staff who are required to spend time away from work to care for a sick dependent or close relative
- Understanding of in-work progression issues affecting the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
- Measures to support in-work progression to help people in the contract workforce, to move into higher paid work by developing new skills relevant to the contract
- Volunteering opportunities for staff
- Understanding of the modern slavery risks and issues affecting the market, industry, sector or country (of origin or of source) relevant to the contract, and the workforce in the supplier’s own organisation and those of its key subcontractors
- Measures to identify, mitigate and manage modern slavery risks relating to the contract and how these will be implemented
- Outline policies and practices to be applied to or put in place for the contract to mitigate and manage modern slavery risks, including: Pre-employment checks, recruitment practices. Workplace conditions, safeguarding plans and processes in place and regular monitoring with relevant groups considered, which may include sampling
- How to ensure business decisions re: price/cost, short lead times, payment timescales do not create modern slavery risks in the supply chain
- Means of influencing staff, suppliers, customers, communities and/or any other appropriate stakeholders with respect to modern slavery risks relating to the contract
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Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.
Policy Outcome 2: Skills for growth: Supporting growth sectors and addressing skills gaps.
- Understanding of employment and relevant skills issues, and of the education and training issues relating to the contract. Illustrative examples: demographics, skills shortages, new opportunities in high growth sectors, geographic/local community and skills/employment challenges
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Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.
Policy Outcome 3: Resilient, innovative and flexible supply chains: Support economic growth through enabling resilient businesses, opportunities for small businesses and voluntary, community and social enterprises
- Understanding of the types of businesses in the market and the level of participation by new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
- Structuring of the supply chain selection process to ensure fairness (e.g. anti-corruption) and encourages participation by a diverse range of businesses, including with regard to new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutual
- Understanding of local demographics, needs and opportunities for the co-design of the goods, services and works to be delivered under the contract
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Mission: Make Britain a clean energy superpower: To cut bills, create jobs and deliver security with cheaper, zero-carbon electricity by 2030, accelerating to net zero
Policy Outcome 4: Sustainable procurement practices: Reducing carbon footprints, minimising waste, and promoting the use of clean energy and green technologies.
- Understanding of opportunities for additional environmental benefits delivery in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
- Understanding of how to influence staff, suppliers, customers, communities and/or any other appropriate stakeholders through the delivery of the contract to support climate and nature protection and improvement
- Activities to reconnect people with the environment and increase awareness of ways to protect and enhance it
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Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain
Policy Outcome 6: Employment and training: For those who face barriers to employment
- Working conditions which promote an inclusive working environment and promote retention and progression
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Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain
Policy Outcome 7: Creating a pipeline of opportunities: For the contract workforce, reducing barriers to entry for under-represented groups.
- Understanding of issues relating to entering the contract workforce
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Mission: Build an NHS fit for the future: That is there when people need it; with fewer lives lost to the biggest killers; in a fairer Britain, where everyone lives well for longer.
Policy Outcome 8: Increasing productivity through physical and mental wellbeing: In the supply chain and communities in the relevant area.
- Understanding of issues relating to health and wellbeing, including physical and mental health, in the contract workforce
- Understanding barriers to access to health and social care services or employment opportunities e.g. digital inclusion
-