Application managed services — the annuity, the continuity, the same team.
Long-horizon operation of the customer's Axional or Airtool-hosted applications — including fiscal-update releases (SII, TicketBAI, Verifactu, modelo 347/349 ; SUNAT CPE ; DIAN factura electrónica), enhancement backlog, incident response and continuous-improvement roadmaps. The annuity of the services portfolio.
What's in scope
SLA framework, ticket and release cadence, fiscal-update releases, enhancement backlog, incident response, quarterly business review, continuous-improvement roadmap.
Engagement window
Ongoing, multi-year. Typical contract terms : three years rolling, with annual review. Customers who go in stay in : most of our active managed-services customers have been with us for ten years or more.
Team profile
Service-delivery manager (the continuity layer ; same SDM owns the SLA across years), functional consultants (finance / procurement / healthcare specialists), DBAs, platform engineers on call.
The same team that delivered
The cut-over team and the run team are the same engineering organisation. No reseller in between, no handover to a separate operations vendor, no second-tier support arrangement.
What managed services actually delivers
Six contractual streams under a single SLA. Customers buy them as a bundle ; reporting is unified.
SLA framework
Response and resolution SLAs by ticket severity, with named exceptions. Reported monthly, reviewed quarterly. The SLA is the contractual baseline ; we measure ourselves against it publicly to the customer.
Ticket and release cadence
Inbound tickets routed by severity ; release cadence aligned with the customer's change window. Hot-fix path for incidents ; regular release path for enhancements. The cadence is the operational rhythm.
Fiscal-update releases
The fiscal calendar is a feature, not a project. SII and TicketBAI releases (Spain), SUNAT CPE updates (Peru), DIAN releases (Colombia) ship on the engine's cadence under the managed-services contract — no separate ticket, no separate negotiation.
Enhancement backlog
The customer's enhancement backlog is curated quarterly with the service-delivery manager. Prioritisation is operational, not vendor-driven. The enhancements ship in named release windows the customer can plan against.
Incident response
24/7 on-call coverage for severity-1 incidents (engineering coverage across Madrid, Lima, Bogotá and Islamabad gives 24-hour engineering presence as a structural property of the team, not a roster on a wall). Post-incident review with named remediations.
Quarterly business review
A senior conversation, every quarter, between the customer's sponsor and our service-delivery principal. SLA performance, backlog status, operational trends, upcoming fiscal events, strategic direction. The conversation that prevents the contractual surprise.
Why managed services is structurally different here
Most ERP managed services are a different team — and often a different company — from the team that delivered the implementation. The hand-off introduces friction, knowledge loss, and a fresh learning curve at exactly the moment the customer needs continuity. The economic model of the implementation partner pushes the customer toward a third-party operations vendor because operations is not where the implementation partner's margin sits.
Our engineering organisation is the one engineering organisation. The team that delivered the cut-over is the team operating the system afterwards. The service-delivery manager who owns the SLA worked on the build. The functional consultants who curate the backlog know the configuration because they configured it. The continuity is structural, not promised.