MAINTEL EUROPE LIMITED

SIP Trunking

Maintel SIP Trunking is a flexible, carrier-grade voice connectivity service that enables organisations to connect their telephony platforms to the Public Switched Telephone Network (PSTN) using secure, IP-based connectivity. The service supports a wide range of telephony environments, including on-premises, private cloud, and cloud-hosted PBX platforms with 24/7/365 Maintel support.

Features

• Modern future-proof ISDN replacement voice connectivity solution
• Multi-carrier resilience through centralised carrier-agnostic SBC infrastructure
• Built-in resilience and disaster recovery options
• Keep existing numbers regardless of physical location
• Easily add or remove channels to match needs
• Advanced spend management and fraud protection monitoring
• Wide compatibility with leading IP PBX systems
• Fully managed single point of contact service
• 24/7/365 UK-based Network Operations Centre support
• Flexible delivery over internet or private connections

Benefits

• Significant cost savings versus traditional ISDN lines
• Prepare for ISDN and PSTN service withdrawal
• Reduce operational complexity managing multiple voice providers
• Improve resilience and business continuity for voice
• Gain flexibility in numbering and call routing
• Protect voice services from fraud and misuse
• Simplify network architecture with managed IP connection
• Support modern unified communications and cloud platforms
• Enable remote working with flexible voice connectivity
• Single accountability for end-to-end voice connectivity

• Education pricing available

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at bids@maintel.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

143306305626255

Contact

Hannah Cook
07730521482
bids@maintel.co.uk

About your service

• Service categories:

  Applications

  Production and operations

  • Other operations
• Multi cloud support: Yes

Service scope

• Software add-on or extension: Yes, but can also be used as a standalone service
• What software services is the service an extension to: - UC platform, such as Avaya Aura, Mitel, RingCentral; - Contact Centre Platforms, such as Zoom Contact Centre, Genesys Cloud CX
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Hybrid cloud
• Service constraints: No
• System requirements:
  • A compatible telephony environment capable of terminating SIP services
  • IP PBX/session border controller (can be supplied by Maintel)
  • Suitable IP data connection with sufficient bandwidth

User support

• Email or online ticketing support: Yes
• Support response times: Maintel provides 24/7/365 support from our UK-based Network Operations Centre (NOC). Response times are based on incident priority: P1 (Critical) - 30 minutes response, 4 hours return to service; P2 (Major) - 60 minutes response, 8 hours return to service. Updates are provided every 60 minutes for P1 incidents and every 4 hours for P2 incidents. Support is available via telephone, email, or the Maintel Customer Portal.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 A
• Phone support: Yes
• Phone support availability: 24 hours, 7 days a week
• Web chat support: No
• Onsite support: Yes, at extra cost
• Support levels: Maintel offer 4 levels of service. Maintain service manages events and Incidents; resolving issues as and when they occur, either remotely or on-site with; up to 24x7x365 fully UK based service desk & remote technical support, Incident Management, Supplier Management, Self-Serve Portal to raise and track tickets, quotes and requests, Parts replacement & Field Engineers (for hardware-based solutions); Assist additionally offers Remote Customer Experience Manager, Quarterly online review meetings & quarterly basic reports, Reactive problem & risk management, Optional: Change Management packs and Patching review and recommendation reports.; Assure additionally offers; Monthly online review meetings & monthly enhanced reports , Proactive problem & risk management, Availability monitoring of your service with automatic incident ticket generation; Augment additionally offers; Review meetings upgraded to face-to-face meetings, Enhanced monitoring and/or analytics packages, Capacity management , Optional: Service readiness checks.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: User documentation is provided and training can either be onsite or online dependant on the users preference. Customers are provided with a dedicated web portal that allows access to the Maintel Incident Management system and enables the tracking of incidents, problems and change requests. Each incident raised receives a web reference which is unique to the incident and confirms that the ticket has been received by the Service Desk. This reference will be used throughout the life of the ticket to track updates and the ultimate resolution of the incident.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
  • Other
• Other documentation formats: Word
• End-of-contract data extraction: Maintel does not store customer/user data
• End-of-contract process: Services will renew unless the customer ceases the contract or gives such notice. Once notice is received services will be ceased in a timely manner as agreed with the customer.
• Documentation accessibility standard: WCAG 2.2 A

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Chrome
  • Safari
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: Please consult vendor documentation for differences between the desktop and mobile apps.
• Service interface: Yes
• User support accessibility: WCAG 2.2 A
• Description of service interface: Maintel's customer service portal is an on-line service accessed through a web browser.
• Accessibility standards: WCAG 2.2 A
• Accessibility testing: Maintel's customer service portal is an on-line service accessed through a web browser.
• API: No
• Customisation available: No

Scaling

• Independence of resources: The Maintel Centralised SIP service utilises a resilient, geographically diverse cluster of Session Border Controllers hosted in secure UK data centres. Resources are allocated to ensure consistent performance regardless of overall platform utilisation. Connections to multiple Tier 1 voice carriers provide inherent resilience and routing flexibility.

Analytics

• Service usage metrics: Yes
• Metrics types: Availability SLA metrics. Summary of incidents and requests for technical assistance, statistical analysis of incidents and requests for technical assistance, review of incident escalation management,, analysis of incident trends, analysis of performance against contracted SLA targets, service Credit information (if applicable), problem management, change management activities and usage of change tokens, capacity management and any recommendations for changes to the service, assessment of Continuous Service Improvement initiatives.
• Reporting types:
  • Regular reports
  • Reports on request
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Conforms to BS7858:2019
• Government security clearance: Developed Vetting (DV)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations: United Kingdom
• User control over data storage and processing locations: No
• Datacentre security standards: Managed by a third party
• Penetration testing frequency: At least every 6 months
• Penetration testing approach: NCSC approved service provider
• Protecting data at rest: Encryption of all physical media
• Data sanitisation process: No
• Equipment disposal approach: In-house destruction process

Data importing and exporting

• Data export approach: Maintel does not store user data.
• Data export formats: CSV
• Data import formats: CSV

Data-in-transit protection

• Data protection between buyer and supplier networks:
  • Private network or public sector network
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
  • Legacy SSL and TLS (under version 1.2)
• Data protection within supplier network:
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway

Availability and resilience

• Guaranteed availability: We offer a 99.9% availability SLA for our services. If we fail to meet this SLA, service credits will be applied to the customer's account as defined in the contract. Premium SLA (24/7/365) is available for core sites and data centres, and Standard SLA (08:00-18:00 Mon-Fri) for branch locations.
• Approach to resilience: Business continuity is a core design principle of the Maintel SIP Trunking service. The service offers multiple layers of resilience including: Network Resilience (diverse connectivity options and multi-carrier routing), Endpoint Resilience (Active/Standby or Load-Sharing configurations across multiple customer sites or SBCs), and Number Resilience (inbound calls can be automatically re-routed to alternative numbers at the network level). The Centralised SIP service utilises a resilient, geographically diverse cluster of Session Border Controllers hosted in secure UK data centres with connections to multiple Tier 1 voice carriers.
• Outage reporting: Service outages are reported through a public service status page, email alerts to affected customers, and via our 24/7 NOC. Customers can also access real-time service status information through the Maintel Customer Portal. In the event of a critical incident, a Major Incident Manager provides control and governance, and a comprehensive Root Cause Analysis (RCA) report is provided following any major incident.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
• Access restrictions in management interfaces and support channels: Not disclosed.
• Access restriction testing frequency: At least every 6 months
• Management access authentication: Public key authentication (including by TLS client certificate)

Audit information for users

• Access to user activity audit information: Users have access to real-time audit information
• How long user audit data is stored for: At least 12 months
• Access to supplier activity audit information: Users have access to real-time audit information
• How long supplier audit data is stored for: At least 12 months
• How long system logs are stored for: At least 12 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards: ISO/IEC 27001
• Information security policies and processes: We have Information Security Policies and procedures in place in accordance with Cyber Essentials Plus, PCI-DSS and ISO27001 which are regularly reviewed and updated with internal and external audits completed annually. Our information Security policy is saved on our internal network systems, and readily available to all employees and we have implemented an annual security awareness programme across all staff and also conduct PCI DSS awareness training for 100% of staff.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Configuration and change management approach: Configuration changes will be made remotely and managed by the Maintel NOC Technical Support Team, access to equipment will be centrally controlled via Authentication, Authorisation and Accounting (AAA) based services. Configuration changes are classified as Standard or Non-standard, details of which can be made available on request.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: Maintel’s Vulnerability Management process is comprised of the following services and functions;; ; Vulnerability discovery/research; - Incident response vulnerability discovery; - Public source vulnerability discovery; - Vulnerability research; ; Vulnerability report intake; - Vulnerability report receipt; - Vulnerability report triage and processing; ; Vulnerability analysis; - Vulnerability triage (validation and categorisation); - Vulnerability root cause analysis; - Vulnerability remediation development; ; Vulnerability coordination; - Vulnerability notification/reporting; - Vulnerability stakeholder coordination; ; Vulnerability disclosure (also aligned to ISO 29147:2015); - Vulnerability disclosure policy and infrastructure maintenance; - Vulnerability announcements / communication/dissemination; - Post-vulnerability disclosure feedback; ; Vulnerability response; - Vulnerability detection / scanning; - Vulnerability remediation.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: We employ protective monitoring in line with PCI-DSS online requirements for service providers.
• Incident management type: Complies with a recognised standard, for example, CSA CCM v4.0 or ISO/IEC 27035:2011 or SSAE-18 / ISAE 3402
• Incident management approach: Maintel's Service Desk manages all customer incidents and will restore service as soon as possible following an incident. The support processes are designed to be consistent with ITIL best practice and aligned to the ISO/IEC 20000 standard for IT Service Management. Incidents are reported by the web portal, telephone, email or auto-generated from monitoring tools. Incident reports are created and distributed by Maintel Service Delivery Management.
• Post-quantum cryptography secure: Yes

Secure development

• Approach to secure software development best practice: Independent review of processes (for example CESG CPA Build Standard, ISO/IEC 27034, ISO/IEC 27001 or CSA CCM v4.0)

Public sector networks

• Connection to public sector networks: No

Pricing

• Discount for educational organisations: Yes
• Free trial available: No

Discount percentage by annual call-off contract value (excluding VAT)

• Less than £250,000: 0%
• Between £250,000 and £500,000: 0.5%
• Between £500,001 and £1,000,000: 1.0%
• Between £1,000,001 and £2,500,000: 1.5%
• Between £2,500,001 and £5,000,000: 2.0%
• Over £5,000,001: 2.5%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: Amtivo Group Limited T/A British Assessment Bureau
• ISO/IEC 27001 accreditation date: Friday 18 March 2022
• 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: Amtivo Group Limited T/A British Assessment Bureau
• ISO 9001 accreditation date: Friday 18 March 2022
• What the ISO 9001 doesn’t cover: N/A
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: Yes
• Who accredited the PCI DSS certification: 1 Sequence Cyber Limited
• PCI DSS accreditation date: Wednesday 16 July 2025
• What the PCI DSS doesn’t cover: N/A
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: F54f3f21-4fbf-44f8-9f39-9e64c0d5bcbc
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: Ea3aeade-d4a6-484e-8066-8aff0ef5556a
• 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
    • New apprenticeships on the contract workforce in the relevant area that meet the criteria set out in MAC 1b
    • 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
    • Monitoring and reporting of gender and ethnicity pay gaps and plans to address them where necessary
    • 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
    • Support for the contract workforce by providing career advice, and providing opportunities for staff working on the contract with in-work progression career development into known skills shortages or high growth areas
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • 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 these flow down the supply chain and are monitored Illustrative examples include reporting, site visits, audits, etc.
    • How to ensure business decisions re: price/cost, short lead times, payment timescales do not create modern slavery risks in the supply chain
    • How the supplier will work with NGOs, trade unions or other businesses to address modern slavery risk
    • Means of influencing staff, suppliers, customers, communities and/or any other appropriate stakeholders with respect to modern slavery risks relating to the contract

  • 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
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • Activities to support relevant sector related skills growth and sustainability in the contract workforce. Illustrative examples: careers talks, curriculum support, literacy support, safety talks and volunteering
    • Delivery of apprenticeships, supported internships and T Level industry placement opportunities (Level 2, 3 and 4+) in relation to the contract

  • 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
    • Activities to identify opportunities to open up sub-contracts under the prime contract to a diverse range of businesses, including new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Plans for engaging a diverse range of businesses in engagement activities prior to appointing subcontractors (including activities prior to award of the main contract and during the contract term)
    • Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
    • Advertising of supply chain opportunities openly and to ensure they are accessible to a diverse range of businesses, including advertising all subcontracting opportunities on Contracts Finder
    • Ensuring accessibility to contracting and subcontracting opportunities for disabled business owners and employees
    • 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
    • Methods for engaging with different parts of the community (including the education system and charities representing the community) and how communities come together to inform decisions, strategy and projects to leave a positive legacy for future generations
    • Measures to involve local stakeholders and/or users in design (e.g. in the design of services, systems, products or buildings)
    • Plans for positive actions with community groups.
    • Measures for making facilities used in the delivery of the contract available for community groups, education or training
    • Measures to engage users and communities and build relationships to increase community integration build trust and influence how the contract is delivered
    • Plans to respond flexibly and adapt approaches to community engagement and initiatives
    • Support for community-led initiatives relevant to the contract. Illustrative examples: improving transport links; reducing loneliness; helping with English language proficiency; and facilitating social mixing among people with different backgrounds
    • Collaborating with anchor institutions and community groups to make facilities available for education, training or community events

  • 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
    • Collaborative ways of working with the supply chain to deliver additional environmental benefits in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Delivery of additional environmental benefits through 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

  • 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

    • Understanding of employment and skills issues, and of the skills and employment shortages of high growth sectors relating to the contract
    • Creation of employment opportunities particularly for those who face barriers to employment, such as prison leavers, care leavers and/or who are located in deprived areas, and for people in industries with known skills shortages or in high growth sectors
    • Delivery of training schemes and programmes to address any identified skills gaps and under-representation in the workforce for the contract (e.g. prison leavers, care leavers, kinship carers, disabled people)
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
    • Understanding of the issues affecting the representation of disabled people in the workforce in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Collection of the views and expertise of disabled people and their representative organisations on successfully supporting disabled employees or applicants
    • Inclusive and accessible recruitment practices, and retention-focused activities, including those provided in the Guide for line managers on recruiting, managing and developing people with a disability or health condition
    • Introducing transparency to pay and reward processes
    • Offering a range of quality opportunities with routes of progression if appropriate, e.g. T Level industry placements, students supported into higher level apprenticeships.
    • Working conditions which promote an inclusive working environment and promote retention and progression
    • Other measures to provide equality of opportunity for disabled people and those with health conditions into employment, including becoming a Disability Confident employer and inclusion of supported businesses in the contract supply chain
    • Understanding of the issues affecting inequality in employment, skills and pay in 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 tackle inequality in employment, skills and pay in the contract workforce
    • Inclusive and accessible development practices, including guidance for line managers on recruiting, managing and developing people with a disability or health condition

  • 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 the issues affecting the development of new skills by target cohort
    • Understanding of the underlying factors affecting improvements to reduce barriers to entry and training schemes for the target cohort(s) related to the contract workforce
    • Other measures to offer development opportunities for the target cohort(s) in the contract workforce
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
    • Understanding of issues relating to entering the contract workforce
    • Creation of outreach activities to create a pipeline of employees for the future contract delivery
    • Content of the outreach activity is designed to suit the target cohort
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort

  • 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
    • Inclusive and accessible recruitment practices, development practices and retention policies that support-focused activities including those provided in the Guide for line managers on recruiting, managing and developing which support people with a disability or health condition
    • Actions to invest in the physical and mental health and wellbeing of the contract workforce

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at bids@maintel.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.