Marino Software

Marino Optimise

Marino Optimise provides secure, reliable, and proactive managed cloud services. We monitor, maintain, and continuously improve your AWS environments, ensuring stability, compliance, and performance. With tiered support and a human-centred approach, we reduce operational overhead while helping your cloud platform scale with confidence.

Features

• Proactive monitoring and incident management to maintain service availability
• Secure cloud operations aligned with government and industry security standards.
• Managed support provided by experienced engineers during agreed support hours.
• Backup, patching, and recovery processes to protect live services.
• Controlled change and release management to minimise service disruption.
• Security management including firewalls, access controls, and threat protection.
• Performance monitoring to ensure systems meet agreed service levels.
• Regular service reports supporting governance, assurance, and audit requirements.
• Flexible support tiers aligned to service criticality and organisational needs.
• Ongoing technical advice to support continuous service improvement.

Benefits

• Reduces service outages through proactive monitoring and incident management.
• Reduces operational risk through controlled change and security management.
• Improves service reliability by meeting agreed availability and performance levels.
• Reduces recovery times through managed backups and tested recovery processes.
• Simplifies governance through clear reporting and audit-ready documentation.
• Reduces internal workloads by managing day-to-day cloud operations.
• Improves security posture through continuous monitoring and standards alignment.
• Supports predictable costs through defined service tiers and scope.
• Enables faster issue resolution through agreed response and resolution times.
• Supports continuous improvement through regular service reviews and advice.

Service documents

• 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 ed.melvin@marinosoftware.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

804221363397265

Contact

Ed Melvin
+353 1 833 7392
ed.melvin@marinosoftware.com

About the service

• Service categories:

  Cloud Support Services

  Managed Cloud

  Managed Private Cloud

  • Managed Private IaaS
  • Managed Private SaaS/PaaS
  • Application management

  Managed Public cloud

  • Managed Public IaaS
  • Managed Public SaaS/PaaS
  • Application management

  Managed Hybrid Cloud

  • Managed Hybrid IaaS
  • Managed Hybrid SaaS/PaaS
  • Application management

Service scope

• Service constraints: Service supports AWS environments only; other cloud platforms are not supported.; ; Delivery is primarily remote, with on-site support by prior agreement.; ; Buyers must provide appropriate access to AWS accounts, systems, and stakeholders.; ; Security and operations follow the AWS shared responsibility model.; ; Data residency and regulatory requirements must be agreed during onboarding.; ; Support coverage and response times depend on the selected service tier.; ; Active buyer engagement is required for effective service delivery.

User support

• Email or online ticketing support: Yes
• Support response times: Response times are defined through agreed Service Level Agreements (SLAs) and depend on issue priority and service tier. Enterprise is the default tier, providing Monday to Friday workday support, with response times under 60 minutes and resolution within 4 hours. ; ; Premium provides extended 16x5 support, while Premium Plus offers 24x7 support, including weekends and out-of-hours coverage. Response and resolution times for each tier are defined contractually.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 AA
• Phone support: Yes
• Phone support availability: 24 hours, 7 days a week
• Web chat support: No
• Support levels: Marino provides tiered support levels aligned to service criticality and operational risk.; ; Enterprise (default) support provides Monday to Friday workday coverage. It includes incident and request handling, routine maintenance, monitoring, and backup and patch management. It is suitable for non-critical or internal services.; ; Premium support provides extended 16x5 coverage with faster response and resolution times. It includes enhanced monitoring, change support, and greater operational oversight for customer-facing or business-critical services.; ; Premium Plus support provides 24x7 coverage, including weekends. It offers priority response, proactive availability and security monitoring, and close operational collaboration for mission-critical or regulated environments.; ; Support costs vary by tier, platform complexity, coverage hours, and SLA requirements. Pricing is agreed as a monthly managed service fee during onboarding.; ; A Technical Account Manager is provided for Premium and Premium Plus tiers. Cloud support engineers deliver day-to-day service across all tiers.

Supplier type

• 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

Network architect

Role level	UK Rate	Offshore Rate
Associate network architect	£656.25
Network architect	£743.75
Lead network architect	£875.00

Security architect

Role level	UK Rate	Offshore Rate
Security architect	£926.25
Lead security architect	£975.00
Principal security architect	£1,121.25

Solution architect

Role level	UK Rate	Offshore Rate
Associate solution architect	£731.25
Solution architect	£828.75
Senior solution architect	£926.25
Lead solution architect	£975.00
Principal solution architect	£1,121.25

Technical architect

Role level	UK Rate	Offshore Rate
Associate technical architect	£731.25
Technical architect	£828.75
Senior technical architect	£926.25
Lead technical architect	£975.00
Principal technical architect	£1,121.25

Data roles

Data analyst

Role level	UK Rate	Offshore Rate
Associate analyst	£656.25
Data analyst	£743.75
Senior data analyst	£831.25
Principal data analyst	£1,006.25

Data engineer

Role level	UK Rate	Offshore Rate
Data engineer	£743.75
Senior data engineer	£831.25
Lead data engineer	£875.00
Head of data engineering	£1,006.25

Machine learning engineer

Role level	UK Rate	Offshore Rate
Senior machine learning engineer	£831.25
Lead machine learning engineer	£875.00

IT operations roles

Application operations engineer

Role level	UK Rate	Offshore Rate
Associate application operations engineer	£656.25
Application operations engineer	£743.75
Senior application operations engineer	£831.25
Lead application operations engineer	£875.00
Principal application operations engineer	£1,006.25

Business relationship manager

Role level	UK Rate	Offshore Rate
Business relationship manager	£828.75
Senior business relationship manager	£926.25
Lead business relationship manager	£975.00

Change and release manager

Role level	UK Rate	Offshore Rate
Configuration analyst	£743.75
Change and release analyst	£831.25
Change and release manager	£875.00

Incident manager

Role level	UK Rate	Offshore Rate
Incident manager	£875.00
Major incident manager	£1,006.25

Service desk manager

Role level	UK Rate	Offshore Rate
Service desk analyst	£637.50
Senior service desk analyst	£712.50
Service desk manager	£750.00
Head of service desk	£862.50

Service transition manager

Role level	UK Rate	Offshore Rate
Service acceptance analyst	£743.75
Service readiness analyst	£831.25
Service transition manager	£875.00
Lead service transition manager	£1,006.25

Product and delivery roles

Business analyst

Role level	UK Rate	Offshore Rate
Trainee business analyst	£568.75
Junior business analyst	£656.25
Business analyst	£743.75
Senior business analyst	£831.25
Lead business analyst	£875.00
Head of business analysis	£1,006.25

Delivery manager

Role level	UK Rate	Offshore Rate
Associate delivery manager	£731.25
Delivery manager	£828.75
Senior delivery manager	£926.25
Head of (Agile) delivery management	£1,121.25

Digital portfolio manager

Role level	UK Rate	Offshore Rate
Digital portfolio analyst	£828.75
Digital portfolio manager	£926.25
Senior digital portfolio manager	£975.00
Head of portfolio	£1,121.25

Product manager

Role level	UK Rate	Offshore Rate
Associate product manager	£731.25
Product manager	£828.75
Senior product manager	£926.25
Lead product manager	£975.00
Head of product	£1,121.25

Programme delivery manager

Role level	UK Rate	Offshore Rate
Programme delivery manager	£1,121.25

Service owner

Role level	UK Rate	Offshore Rate
Service owner	£1,121.25

Quality assurance testing (QAT) roles

Quality assurance testing (QAT) analyst

Role level	UK Rate	Offshore Rate
Tester (QAT)	£562.50
QAT analyst	£637.50
Senior QAT analyst	£712.50
Lead QAT analyst	£750.00

Test engineer

Role level	UK Rate	Offshore Rate
Tester (test engineer)	£562.50
Test engineer	£637.50
Senior test engineer	£712.50
Lead test engineer	£750.00

Test manager

Role level	UK Rate	Offshore Rate
Test manager	£875.00
Head of test	£1,006.25

Software development roles

Development operations (DevOps) engineer

Role level	UK Rate	Offshore Rate
Apprentice DevOps engineer	£568.75
Junior DevOps engineer	£656.25
DevOps engineer	£743.75
Senior DevOps engineer	£831.25
Senior DevOps engineer - management	£875.00
Lead DevOps engineer	£875.00
Lead DevOps engineer - management	£1,006.25
Principal DevOps engineer	£1,006.25
Principal DevOps engineer - management	£1,121.25

Frontend developer

Role level	UK Rate	Offshore Rate
Apprentice frontend developer	£568.75
Junior frontend developer	£656.25
Frontend developer	£743.75
Senior frontend developer	£831.25
Lead frontend developer	£875.00
Head of frontend development	£1,006.25

Software developer

Role level	UK Rate	Offshore Rate
Apprentice developer	£568.75
Junior developer	£656.25
Developer	£743.75
Senior developer	£831.25
Senior developer - management	£875.00
Lead developer	£1,006.25
Lead developer - management	£1,121.25
Principal developer	£1,121.25
Principal developer - management	£1,121.25

User-centred design roles

Accessibility specialist

Role level	UK Rate	Offshore Rate
Junior accessibility specialist	£656.25
Accessibility specialist	£743.75
Senior accessibility specialist	£831.25
Head of accessibility	£875.00

Graphic designer

Role level	UK Rate	Offshore Rate
Associate graphic designer	£568.75
Junior graphic designer	£656.25
Graphic designer	£743.75
Senior graphic designer	£831.25
Lead graphic designer	£875.00
Head of graphic design	£1,006.25

Interaction designer

Role level	UK Rate	Offshore Rate
Associate interaction designer	£568.75
Junior interaction designer	£656.25
Interaction designer	£743.75
Senior interaction designer	£831.25
Lead interaction designer	£875.00
Head of interaction design	£1,006.25

Service designer

Role level	UK Rate	Offshore Rate
Associate service designer	£633.75
Junior service designer	£731.25
Service designer	£828.75
Senior service designer	£926.25
Lead service designer	£975.00
Head of service design	£1,006.25

User researcher

Role level	UK Rate	Offshore Rate
Associate user researcher	£568.75
Junior user researcher	£656.25
User researcher	£743.75
Senior user researcher	£831.25
Lead user researcher	£875.00
Head of user research	£1,006.25

Standards and certifications

• ISO/IEC 27001 certification: Yes
• ISO/IEC 27001 accredited by: Prescient Security
• ISO/IEC 27001 accreditation date: Monday 21 October 2024
• What the ISO/IEC 27001 doesn’t cover: ISO/IEC 27001 does not guarantee the security of buyer-owned environments, data, or third-party services not managed by the supplier. Security responsibilities are shared and defined in the contract and service documentation.; ; The standard provides a management framework for information security and does not guarantee the absence of security incidents or replace service-specific technical, contractual, or operational controls.
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• ISO 9001 certification accredited by: Intercert
• ISO 9001 accreditation date: Thursday 18 December 2025
• What the ISO 9001 doesn’t cover: It provides a framework for managing quality and continuous improvement but does not guarantee specific delivery outcomes or eliminate the possibility of defects.; ; The certification does not cover buyer-owned processes, third-party services outside the agreed scope, or activities not managed by the supplier.
• Quality management systems (QMS): Yes
• 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: In relation to the services you do not have a current and valid Cyber Essentials Plus 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 Plus certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• Other security certifications: Yes
• Any other security certifications: ISO 27017

Social value

• 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

  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

  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

  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

• 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 ed.melvin@marinosoftware.com. Tell them what format you need. It will help if you say what assistive technology you use.