About · Our Approach
You Define the Outcomes. We Own the Delivery.
Here's our approach: how ownership transfers, how you'll know it's working, and what happens when it ends.
500+
Kubernetes clusters upgraded in 90 days
5,000+
EKS nodes patched in under a week
100,000+
Hosts to security compliance in 6 months
85 to 90%
Alerts resolved on first contact
Outside help was supposed to solve the problem. It became another one to manage.
Andrew
Senior experts scope the engagement, then junior engineers deliver it. The judgment gap arrives as rollbacks, rework, and disruption you're now managing on top of your own roadmap.
Rushed scoping leaves requirements vague, so the first real incident turns into an amendment and a new line item. The bill moves; the problem doesn't.
Volume closed and response times get reported as progress, while the underlying problems stay put. When issues multiply, the ask is more people, not fewer issues.
How an engagement actually starts
Define the outcome and hand us the work. We ramp in phases, take ownership progressively, and leave it better than we found it.
Discovery and planning
Weeks 1 to 2
→
We go deep on your current infrastructure, find the pain points, and build an engagement roadmap against the outcomes you defined.
Team integration
Weeks 3 to 4
→
Our engineers embed with your team, set communication protocols, and run a structured knowledge transfer. We stand up monitoring, documentation, and operational playbooks as we go.
Transition ownership
Weeks 5 to 8
→
A progressive handover using shadow and reverse shadow. We tune automations and processes while holding stability, so ownership moves gradually rather than in a single cutover.
Full operations
Ongoing
→
OpsWerks owns it: the operations, the incidents, the migration, whatever the scope covers. Your team goes back to the work only they can do.
Nikhil
Sr. Engineering Manager, World-Leading Consumer Technology Company
Timing is an estimate. Ranges move with scope, complexity, and how much of your environment we already know.
Metrics, on a cadence
Root causes, named
Surges absorbed
In practice
State of SRE Operations 2026
Technical depth is the number one thing buyers weigh when choosing a partner, ahead of transparent pricing.
66%
Put technical depth in their stack first, ahead of price
38%
Run production with fewer than 10 engineers
What stays consistent in every engagement
Managed services, not staff augmentation
Goals and Incentives
Aligned to deliver outcomes and measured improvements
Incentivized to extend contract lengths and grow headcount
Pricing and Contracts
Fixed, transparent pricing gives customers cost certainty
Variable headcount with time-and-materials calculated pricing
Staffing Structure
Reliable, consistent team with built-in redundancy, 24/7 global coverage
High turnover and inconsistent team composition
Onboarding and Training
Once trained teams are self-managing, and internally cross train members
Individual contractors require retraining for additional people
Management and Execution
Define your outcomes and we own the delivery, minimal oversight required
High management overhead, constant oversight, frequent supervision
We want you to need us less over time, not grow our seat count.
Andrew
What makes it work, and when we're not the fit
You'll know in the first conversation whether this is work we should take. Here's what makes an engagement work, and where we're not the fit.
What makes it work
A defined outcome and an end state, not a headcount number. That's also what gets procurement to yes.
One handoff. Give us the access and the context once; we build the documentation and runbooks from there.
A named counterpart on your side for sequencing and priority calls. We own execution; you own the order of operations.
Custom-scoped work is welcome. If it doesn't fit a standard service line, we build a bespoke engagement under the same accountability model.
When we're not the fit
You need a product. We're a services company. If what you need is a platform or a tool to license, we're not it. If you need the platform you already have to operate reliably around the clock, that's exactly what we do.
You want engineers you direct day to day. That's staff augmentation, a different model from ours: we take a defined outcome and own it end to end.
How the knowledge stays with you
The better we operate your systems, the less you should need us. So we plan the ending from the start.
We build and maintain our own documentation, runbooks, and knowledge base as part of every engagement. It doesn't live in one person's head, and it doesn't live only in ours. It's co-owned.
Transition planning and documentation handoff are built into every engagement, so the institutional knowledge stays with you regardless of what happens to the partnership.
When a project closes out, the last phase is knowledge transfer, cleanup, and a stability window before we step back.
James
The outcomes are the proof
Customer names anonymized per enterprise confidentiality requirements.
