Visitor services, ticketing, events and membership management solutions

Brightwire helps organisations to deliver an integrated suite of front of house systems. Brightwire iVES Integrated Visitor Experience Solution) includes ticketing (front of house till ticketing system with integrated online e-commerce capability), a queue management app, a membership management system, customer feedback tools and comprehensive business intelligence dashboard for analytics.


  • Integrated suite of applications - information all in one place
  • On-demand reporting and analytics (financial and visitor metrics)
  • Touchscreen devices for customer service agents speeds up ticketing processes
  • Queue management app for busting peak season queue lengths
  • Integration-capable with other line of business applications
  • Flexible system can be tailored and adapted
  • Integrated Royal Mail postcode lookup for speed
  • Improves visitor to member conversion rates
  • Proven to increase Gift Aid contributions


  • Increased staff productivity
  • Users work better and more effectively
  • Improves agility through better data insight
  • Streamlines and supports business process improvement
  • Better engagement with customers and stakeholders
  • Rapid user adoption through familiar interface
  • On-demand access to business analytics and data
  • Responsive to need- ability to quickly create campaigns and discounts


£675 a person a day

Service documents

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G-Cloud 13

Service ID

6 5 7 2 4 7 5 1 8 8 5 6 3 2 8


Brightwire Clare Millar
Telephone: 0131 541 2159

Service scope

Software add-on or extension
Cloud deployment model
  • Public cloud
  • Private cloud
  • Hybrid cloud
Service constraints
No constraints, but clients have a choice of deployment, customisation and support models depending on organisational and infrastructure requirements.
System requirements
Optional till hardware (if using front of house ticketing module)

User support

Email or online ticketing support
Email or online ticketing
Support response times
There are defined SLAs and Out of hours support models covering weekends and bank holidays. Support incidents are classed in three categories (Level 1 Critical, Level 2 Major and Level 3 Minor) each with four defined stages. A Level 1 incident has a maximum response time of 1 hour. Our support desk runs within office hours for the majority of clients, with year-round out of hours support also available on request.
User can manage status and priority of support tickets
Online ticketing support accessibility
None or don’t know
Phone support
Phone support availability
24 hours, 7 days a week
Web chat support
Onsite support
Yes, at extra cost
Support levels
Support levels are based on an agreed allocation of time per month, with time reporting to indicate usage. Support can be scaled back or topped up accordingly. Support is based on a day rate. For out of hours support this cover is based on the client's need and an appropriate cost is calculated. We have clear support procedures in place and a technical account manager as well as a nominated support engineer are both provided as part of the support agreement.
Support available to third parties

Onboarding and offboarding

Getting started
We offer a variety of training plans to help users start using the service. Some training is face to face for administrators but we have extensive user based online training for our SaaS offerings. User documentation is provided where required in electronic format. Onsite training: provided to groups of trainees who are usually split by administrative and user type. We recommend a 'train the trainer' approach with advocates who will be the key 'go to' people within the organisation, and provide floorwalking. User guides: these can either be documented or video guides for users and contain quick tips and handy reference information. Online training: we can provide online training if required - typically to larger groups of users. The level of onboarding and offboarding support depends on the customer's requirements. We can provide full support for organisations where there is an organisation-wide rollout, as well as pilot or trials within a specific business area.
Service documentation
Documentation formats
  • HTML
  • ODF
  • PDF
End-of-contract data extraction
All data can be exported as a SQL Server database backup or via reporting tools.
End-of-contract process
The support agreement would normally allow for basic handover at contract end - however if there were more specific or custom requirements (such as a new target environment to which to replicate) then these would be assessed and a cost agreed with the Client. Brightwire will provide appropriate assistance to the client to extract any data or move to another supplier as required.

Using the service

Web browser interface
Supported browsers
  • Internet Explorer 11
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
Application to install
Compatible operating systems
Designed for use on mobile devices
Differences between the mobile and desktop service
The application can be configured depending on client need. The mobile application is typically used for fast track ticketing and queue shortening.
Service interface
User support accessibility
WCAG 2.1 A
Description of service interface
Our ticketing and membership management applications offer a service interface out of the box.
Accessibility standards
None or don’t know
Description of accessibility
The application is designed to be usable and accessible and meet current guidelines and best practice that fall under section 9 (Web). For example: multi-media content: the application does not include video or audio content use of colour: colour is not used to convey information in the application contrast: text contrast ratios meet the 3:1 requirement on large fonts headings: areas and pages are clearly described navigation and menus: are consistent across the application
Accessibility testing
Customisation available
Description of customisation
A comprehensive range of areas can be customised depending on client need for example pricing, reporting, discounts, products, events, and users.


Independence of resources
There are multiple deployment routes - each of which would be assessed in the light of specific functional and non-functional requirements such as performance. Performance can be affected by user bandwidth/connectivity as well as network capacity. We implement techniques to improve application performance and can recommend hosting models that will reduce the risk of load that negatively impacts performance.


Service usage metrics
Metrics types
Service usage might apply to two scenarios - the behaviour of the users consuming the service, on which analytics can be provided, and/or the draw-down of the support time allocation, analytics for which are typically provided on a monthly basis.
Reporting types
  • Real-time dashboards
  • Regular reports
  • Reports on request


Supplier type
Not a reseller

Staff security

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

Asset protection

Knowledge of data storage and processing locations
Data storage and processing locations
United Kingdom
User control over data storage and processing locations
Datacentre security standards
Complies with a recognised standard (for example CSA CCM version 3.0)
Penetration testing frequency
At least once a year
Penetration testing approach
‘IT Health Check’ performed by a Tigerscheme qualified provider or a CREST-approved service provider
Protecting data at rest
  • Physical access control, complying with SSAE-16 / ISAE 3402
  • Physical access control, complying with another standard
  • Encryption of all physical media
  • Scale, obfuscating techniques, or data storage sharding
Data sanitisation process
Data sanitisation type
  • Explicit overwriting of storage before reallocation
  • Deleted data can’t be directly accessed
Equipment disposal approach
In-house destruction process

Data importing and exporting

Data export approach
All data can be exported as a SQL Server database backup or via reporting tools. The way in which we would recommend this be done would depend on customer need and the target environment.
Data export formats
  • CSV
  • Other
Other data export formats
Data import formats
  • CSV
  • Other
Other data import formats
  • Excel
  • JSON

Data-in-transit protection

Data protection between buyer and supplier networks
TLS (version 1.2 or above)
Data protection within supplier network
TLS (version 1.2 or above)

Availability and resilience

Guaranteed availability
Our guarantee for service level uptime is 99.9%. Should the service fall below this in a given quarter then a credit may be given against the applicable quarter's fee. This is based on a sliding scale.
Approach to resilience
The underlying solution is based on a high availability configuration on a private cloud using vMWare vSphere. Further information is available on request.
Outage reporting
Administrator dashboard with automatic error reports via alerts and notifications.

Identity and authentication

User authentication needed
User authentication
  • 2-factor authentication
  • Identity federation with existing provider (for example Google Apps)
  • Dedicated link (for example VPN)
  • Username or password
Access restrictions in management interfaces and support channels
Admin access is limited by role based controls built into the software to ensure that only users with appropriate rights have access to management functionality.
Access restriction testing frequency
At least every 6 months
Management access authentication
  • 2-factor authentication
  • Public key authentication (including by TLS client certificate)
  • Identity federation with existing provider (for example Google Apps)
  • Dedicated link (for example VPN)
  • Username or password

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
Access to supplier activity audit information
Users have access to real-time audit information
How long supplier audit data is stored for
How long system logs are stored for

Standards and certifications

ISO/IEC 27001 certification
ISO 28000:2007 certification
CSA STAR certification
PCI certification
Cyber essentials
Cyber essentials plus
Other security certifications
Any other security certifications
Cyber Essentials

Security governance

Named board-level person responsible for service security
Security governance certified
Security governance approach
Authentication is based around username and password with role based authentication within the application itself. All access to the application is over a TLS 1.2 encrypted secure channel.
Information security policies and processes
We follow ISO 27001 methodology for policy and processes, and ensure that this is mapped closely to the Government's Cloud Security Principles. We have a defined reporting structure in place with ultimate responsibility for security and compliance resting with the CTO.

Operational security

Configuration and change management standard
Supplier-defined controls
Configuration and change management approach
We follow a structured change procedure, which provides a high degree of management and quality of output with a controlled approach to changes in scope – it being essential to track changes and ensure that all amendments are assessed and authorised. Specific processes for change management are as follows:
Request: Initiation of a change with a request for change (RFC);
Classification: Assigning a priority to the change after assessing its urgency and impact;
Authorisation: Processing the RFC through to the change advisory board;
Development: Developing the change, release management;
Release Management: Releasing the change for testing;
Review: Conducting post-deployment review.
Vulnerability management type
Supplier-defined controls
Vulnerability management approach
We have a policy of applying all Microsoft related security patches within a day of them becoming available. For our hosting environment we subscribe to VMWare notifications and apply these to our private cloud environment within 3 days of them becoming available. For other general software that we use such as Umbraco we subscribe to notification lists and deploy these based on a triage of the exposure and risk and a prioritisation. Critical updates are always deployed as soon as they become available and always within a 4 hour window.
Protective monitoring type
Supplier-defined controls
Protective monitoring approach
We limit exposure by only allowing access via firewall control to services which need to be accessed externally and have automatic lock out on accounts if suspicious activity is assumed or detected. We track and monitor invalid login attempts via event logging mechanisms and respond based on the SLA times as detailed earlier in this section.
Incident management type
Supplier-defined controls
Incident management approach
Users report incidents online using our incident reporting tool or by phone or email if required. We have specific processes that are triggered by incidents being reported to us which are followed and users are able to track and monitor the incident as it progresses through the SLA that corresponds to its priority. All incidents are followed by an incident report explaining what happened and what action is to be taken to prevent a reoccurance.

Secure development

Approach to secure software development best practice
Conforms to a recognised standard, but self-assessed

Public sector networks

Connection to public sector networks

Social Value

Fighting climate change

Fighting climate change

Brightwire is committed to delivering high quality and successful software applications which make a difference to our clients. We acknowledge that we, as a consumer and user of resources and a producer of waste products, have a responsibility to consider the environmental impact of our workplace and the health and well-being of our staff. Our environmental promise is to: - Comply with all relevant environmental legislation - Reduce our carbon footprint to net zero by 2025 - Progress initiatives that are in place such as our cycle to work scheme, - Reduce, reuse and recycle our waste using designated refuse bins and procedures for the recycling and safe disposal of items such as printer cartridges - Reduce the amount of natural resources used by conserving energy, water, paper and other materials and by recycling waste wherever possible - Educate and train our people to ensure everyone understands their role in reducing environmental impact and how we can work together to achieve this - Ensure that where possible our suppliers demonstrate an acceptable level of environmental awareness and performance - Encourage our clients, through our project work, to reduce use of natural resources (such as paper) by improving processes using online, in place of paper-based, tools We are committed to preventing and reducing environmental impact. We acknowledge that our work has a potential environmental impact and we have a duty to manage this in a responsible and ethical way. We do this by identifying impacts, and putting practical processes into place to mitigate them. Our full Carbon Reduction Initiatives and measures in place are detailed here:
Covid-19 recovery

Covid-19 recovery

At Brightwire we have supported our customers during Covid to maximise the value of their investment in technology by putting this to best use. One of our most significant examples is in a community initiative which supports vulnerable young people and those at risk across the country. In Covid and lockdown there was a significant risk that the needs of young people would not be met, and so we embarked upon a project to mitigate this. The result was that young people, their carers, social services and other stakeholders could hold sessions securely and remotely using Teams. Importantly a factor in engaging with this segment of the population was to provide easy, quick, and free access to the service. Our work in this area of technology supported the organisations involved and made sure that the needs of young adults continued to be addressed in spite of lockdown. Stakeholders were a core part of the service design and ultimate nationwide rollout. As an organisation, we also had a role to support our team of people. We ensured that all team members had equipment delivered to their homes, and that this was equivalent in standard to equipment in the office. We held daily meetings and created an informal 'chat' area to avoid feelings of isolation, and sent regular wellbeing gift boxes to staff in the post. We made a commitment to pay additional costs (such as broadband) for staff and minimised meetings and unnecessary travel. As we are moving back to an office environment, we are consulting with the team on hybrid working and ensuring this has a good fit with our business model and culture.
Tackling economic inequality

Tackling economic inequality

At Brightwire we set out to have a positive impact and tackling economic inequality is an area where we can gain small but nonetheless measurable results. Our office is based in a relatively rural area and the social value and positive impact we can make is on creating sustainable employment and in skills development. We have invested in training, learning and professional development for all of our team members, ensuring that everyone has the opportunity to develop. As an organisation we play a part in the creation of employment opportunities within our community, and invest to achieve this. Local employment opportunities within rural areas can be low, and as an employer we set out not only to recruit but to retain our staff with training, flexible working and by providing opportunities to develop skills in other areas of the business.
Equal opportunity

Equal opportunity

Equal opportunity
We are committed to fair work practices. Our people make us what we are. Respectful, confident without being arrogant, honest and open, along with a genuine curiosity to discover better ways of doing things, rock solid expertise and a willingness to share ideas - these values drive us and embody our culture. We love what we do, and this is reflected in the way we do things, and in our results. Here are some of the things we do to ensure fair work practices: Training We invest in training to make sure people have the right skills and qualifications. We commit to providing a number of training courses during the year, also ensuring we have qualified staff to maintain our Microsoft and Umbraco Gold Partnerships. Pay and conditions We monitor our salaries in line with those in our sector, and reward our staff with more than the average. We have always offered flexible working to suit people and help to achieve a work-life balance. We do not have zero hours contracts. We are an accredited Living Wage Employer and have made a pledge to the Scottish Business Pledge. Fairness We are an equal opportunities employer, committed to fairness of treatment, respecting the rights of individuals, dignity, diversity and a zero tolerance approach to discrimination. Our working environment is a place where people are able to develop their skills and talents free from discrimination or harassment. We are committed not only to meeting legal obligations but to the positive promotion of equality and diversity across our team. We are a close knit team based on strong principles of fairness and collaboration. We have a very strong family friendly environment, generous parental benefits, flexible working, team days, sharing ideas and taking part in STEM initiatives in our local community.


At Brightwire our people are what set us apart, and the wellbeing of individuals and our team is vital. We are committed to providing our people with respect, recognition and care that supports and improves the wellbring and mental health of our team. We follow the six standards enshrined in the Mental Health at Work Commitment, including: 1. Prioritising mental health. This includes routine check-ins with employees, taking feedback and implementing suggestions for improvement. 2. Work design and culture. We have a new, light and modern office space specially designed to create optimum physical workplace conditions, equipped with the best ergonomic furniture and taking into account the need for individual concentration as well as collaboration. We offer flexible, agile and family friendly working patterns and are an open, approachable employer. 3. Promoting an open culture. Together with our people, we set out to ensure that mental health is a subject that can be openly discussed. We have a culture where people can come forward for support and encourage initiatives such as exercise and increased awareness. 4. Organisational capability. Our private medical insurance includes wellbeing support, offered to all our team. We hold daily team meetings to bring everyone together and ensure that feedback is reviewed and actioned. 5. Provide tools and support. Through private medical insurance our people have access to webinars, tools and advice on mental health. We provide gym memberships, a wellbeing day off (in addition to annual leave) and targeted help such as occupational health. 6. Transparency and data analysis. One of the ways we assess wellbeing is to monitor our team's activity through resource planning. An overburdened member of the team is likely to struggle, and in recognition of this, for example, we have a structured approach to planning which mitigates and avoids such situations.


£675 a person a day
Discount for educational organisations
Free trial available

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 Tell them what format you need. It will help if you say what assistive technology you use.