TECHNOGISE UK PRIVATE LIMITED
Migration and Legacy System Modernisation Services
Ensuring secure, compliant migration to cloud native architectures, our cloud support services modernise legacy systems. We keep operations running while enabling innovation and scale. We deliver proven, enterprise-grade transformations backed by global experience across regulated industries and millions of users.
Features
- Cloud consultancy
- Cloud migration planning
- Platform modernisation
- Cloud data migration
- Cloud performance optimisation
- Team enablement
- Architecture design
- Strangler Fig implementation
- CI/CD pipeline development
- Integration services
Benefits
- Accurately plan for a smooth cloud transition
- Move workloads to the cloud with minimal disruption
- Improve scalability and accelerate deployment
- Ensure data integrity, GDPR compliance and minimise downtime
- Improve efficiency and cost-effectiveness in cloud environments
- Equip teams with skills/knowledge to manage and optimise cloud services
- Create robust, scalable and secure cloud-native architectures
- Avoid downtime, control migration pace and reduce operational risk
- Automate software delivery for speed and reliability
- Seamlessly connect new cloud services with existing systems
Pricing
- Education pricing available
Service documents
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Framework
G-Cloud 15
Service ID
4 2 9 0 3 1 1 6 2 5 8 8 7 6 7
Contact
TECHNOGISE UK PRIVATE LIMITED
Anand Agrawal
Telephone: 07448788292
Email: anand@technogise.com
About your service
- Service categories
-
Cloud Support Services
Set Up and Migration
- Data auditing and organising
- Data/information structure design
- Project management and governance
- Service optimisation/right sizing
- Mobilisation coordination
- Other
Service scope
- Service constraints
- We provide high availability deployments where architecture allows and maintain systems through scheduled and emergency windows. Planned maintenance occurs every Saturday from 10 pm–2 am (UK), with monthly non-critical updates and emergency maintenance given 24 hours’ notice. A minimum 3-month commitment is recommended, with services delivered mainly within UK/EU time zones. At least 2 Consultants are required for knowledge continuity. DV cleared work needs extended lead times. Some mainframe systems may require specialist partners. Notice periods: team scale up 1 week (fast track) or 2 weeks, scale down 4 weeks, scope changes 1–2 weeks, and contract amendments 2 weeks.
User support
- Email or online ticketing support
- Yes, at extra cost
- Support response times
-
Support Response and Resolution Framework
P1 – Critical: Outages, data loss, security breaches, compliance issues. Response 2 hours, resolution 4 hours. 24/7 availability including weekends.
P2 – High: Major failures, performance issues, partial service, non critical security concerns. Response 4 hours, resolution 8 hours. Weekday business hours (9am–6pm), extended hours by agreement.
P3 – Medium: Minor issues, questions, non urgent changes, documentation. Response 8 hours, resolution 24 hours. Weekday business hours only.
P4 – Low: Feature requests, enquiries, enhancements, planned work. Response 24 hours, resolution 48–72 hours. Weekday business hours only.
Channels: Email, Jira, phone (P1/P2), Slack/Teams. - 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
- 9 to 5 (UK time), Monday to Friday
- Web chat support
- Yes, at an extra cost
- Web chat support availability
- 9 to 5 (UK time), Monday to Friday
- Web chat support accessibility standard
- WCAG 2.2 AA
- Web chat accessibility testing
- None to date.
- Support levels
-
We provide 2 core support tiers:
L3 Support (Application/Platform Support):
Delivered by senior Engineers and Architects with deep knowledge of the application architecture, codebase, and infrastructure. L3 handles complex troubleshooting, root cause analysis, performance issues and escalations requiring code-level insight or architectural review.
L4 Support (Development and Engineering Support):
Provided by the core development team with full access to source code and system design. L4 resolves critical bugs, delivers emergency fixes, investigates systemic issues and provides code patches or architectural updates for challenges beyond L3 scope.
Support costs are the same for both tiers:
• Consultant: £301/day
• Senior Consultant: £352/day
• Lead Consultant: £416/day
• Principal Consultant: £608/day
Additional support levels are available on request.
Named Account Management
To ensure continuity, we assign a dedicated Account Manager and Technical Lead from day 1. Strategic accounts also receive an Executive Sponsor for guidance and advocacy. Service quality is maintained through monthly governance meetings and quarterly business reviews.
Escalation Process
At service commencement, we provide a clear escalation matrix. Issues are escalated as follows:
1. Technical Lead – immediate
2. Delivery Manager – within 2 hours
3. Account Director – within 4 hours
4. CEO – within 24 hours - AI chatbot
- No
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
- Yes
Architecture roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Solution architect | £750.00 | £301.00 |
| Senior solution architect | £800.00 | £352.00 |
| Lead solution architect | £950.00 | £416.00 |
| Principal solution architect | £1,200.00 | £608.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Technical architect | £750.00 | £301.00 |
| Senior technical architect | £800.00 | £352.00 |
| Lead technical architect | £950.00 | £416.00 |
| Principal technical architect | £1,200.00 | £608.00 |
Data roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Analytics engineer | £750.00 | £301.00 |
| Senior analytics engineer | £800.00 | £352.00 |
| Lead analytics engineer | £950.00 | £416.00 |
| Head of analytics engineering | £1,200.00 | £608.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Data analyst | £750.00 | £301.00 |
| Senior data analyst | £800.00 | £352.00 |
| Principal data analyst | £1,200.00 | £608.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Data engineer | £750.00 | £301.00 |
| Senior data engineer | £800.00 | £352.00 |
| Lead data engineer | £950.00 | £608.00 |
| Head of data engineering | £1,200.00 | £608.00 |
Product and delivery roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Business analyst | £750.00 | £301.00 |
| Senior business analyst | £800.00 | £352.00 |
| Lead business analyst | £950.00 | £416.00 |
| Head of business analysis | £1,200.00 | £608.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate delivery manager | £750.00 | £301.00 |
| Delivery manager | £800.00 | £352.00 |
| Senior delivery manager | £950.00 | £416.00 |
| Head of (Agile) delivery management | £1,200.00 | £608.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Product manager | £750.00 | £301.00 |
| Senior product manager | £800.00 | £352.00 |
| Lead product manager | £950.00 | £416.00 |
| Head of product | £1,200.00 | £608.00 |
Quality assurance testing (QAT) roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Tester (QAT) | £750.00 | £301.00 |
| QAT analyst | £750.00 | £301.00 |
| Senior QAT analyst | £800.00 | £352.00 |
| Lead QAT analyst | £950.00 | £416.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Tester (test engineer) | £750.00 | £301.00 |
| Test engineer | £750.00 | £301.00 |
| Senior test engineer | £800.00 | £352.00 |
| Lead test engineer | £950.00 | £416.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Test manager | £950.00 | £416.00 |
| Head of test | £1,200.00 | £608.00 |
Software development roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| DevOps engineer | £750.00 | £301.00 |
| Senior DevOps engineer | £800.00 | £352.00 |
| Senior DevOps engineer - management | £800.00 | £352.00 |
| Lead DevOps engineer | £950.00 | £416.00 |
| Lead DevOps engineer - management | £950.00 | £416.00 |
| Principal DevOps engineer | £1,200.00 | £608.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Frontend developer | £750.00 | £301.00 |
| Senior frontend developer | £800.00 | £352.00 |
| Lead frontend developer | £950.00 | £416.00 |
| Head of frontend development | £1,200.00 | £608.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Developer | £750.00 | £301.00 |
| Senior developer | £800.00 | £352.00 |
| Senior developer - management | £800.00 | £352.00 |
| Lead developer | £950.00 | £416.00 |
| Lead developer - management | £950.00 | £416.00 |
| Principal developer | £1,200.00 | £608.00 |
| Principal developer - management | £1,200.00 | £608.00 |
Non-mandatory Standards and certifications
- ISO/IEC 27001 certification
- No
- ISO 28000:2022 certification
- No
- ISO 9001 certification
- No
- Quality management systems (QMS)
- No
- CSA STAR certification
- No
- PCI certification
- No
- Cyber essentials
- No
- Cyber Essentials Alternative
- In relation to the services you do not have a current and valid Cyber Essentials certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials certificate by one of the government approved accreditation bodies within 12 months of the date of award.
- Cyber essentials plus
- No
- Cyber Essentials Alternative
- None of the criteria
- 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
- 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
- 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
- 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 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
-
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
-
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
- 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 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
-
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
- 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
- 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
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 anand@technogise.com.
Tell them what format you need. It will help if you say what assistive technology you use.