The Challenge
The client is a managed IT service provider delivering 24/7 break-fix support for retail environments. Their service desk handles a constant flow of tickets every day, coordinating engineers on-site and maintaining strict service-level agreements across multiple retail clients.
One SLA, in particular, had become increasingly difficult to protect.
After an engineer attends a site, tickets must be closed within 30 minutes to remain compliant. These closures are not administrative formalities they directly affect SLA performance, ticket hygiene, reporting accuracy, and the overall credibility of the desk.
As ticket volumes grew, the pressure became real.
When the desk was busy which, for a 24/7 operation, was often skilled service desk analysts were forced to choose between:
- Closing tickets quickly to protect SLAs, or
- Focusing on higher-value technical and customer-facing work
When priority shifted to urgent technical issues, ticket closures slipped.
When focus returned to ticket hygiene, other critical work suffered.
Alongside this, the business also processed over 100 warehouse-related tickets per day, each needing to be closed once deliveries were completed. These closures were essential for accurate stock, audit trails, and operational reporting yet they competed for the same limited desk capacity.
The underlying issue was consistency.
The desk needed these queues handled day in, day out, without disruption even when staff were on leave, off sick, or when volumes spiked unexpectedly.
Hiring was considered.
But for a 24/7 operation, one additional hire was never going to be enough. Covering annual leave, sickness, and out-of-hours work would require multiple people, significantly increasing cost and management overhead. When fully loaded costs were considered salary, National Insurance, pension contributions, training, and downtime the numbers no longer made sense.
The Solution
TeamJara stepped in by taking full ownership of two defined operational queues:
- Engineer post-visit ticket closures
- Warehouse delivery ticket closures
Rather than providing ad-hoc support, TeamJara integrated directly into the client’s service desk workflow and operated as a dedicated extension of their internal operations.
TeamJara analysts were granted role-based login access, identical to internal team members, allowing them to work inside the client’s existing ticketing environment. This ensured:
- No parallel systems
- No manual handovers
- No disruption to established workflows
In practice, the client gained a remote ticket administration team that functioned as part of the desk not alongside it.
Clear closure standards were agreed.
SLA timings were embedded.
Quality checks were built into the process.
From that point forward, those queues were no longer dependent on:
- Desk capacity
- Individual availability
- Shift pressure
- Short staffing
They were simply handled consistently, reliably, and on time.
Because TeamJara operates as a staffed desk rather than a single individual, coverage was guaranteed 24/7, without the client needing to plan around leave, sickness, or attrition.
“We needed consistency more than anything.
Knowing that those queues are handled every day, regardless of how busy the desk gets, has taken real pressure off the team.
It’s allowed us to focus on the work that actually moves the service forward.”
Matthew – Helpdesk manager
The Outcome
The impact was immediate and measurable.
- SLA compliance stabilised
- Ticket hygiene improved significantly
- Desk metrics became cleaner, more accurate, and easier to report on
- Backlogs stopped accumulating during peak periods
Most importantly, the internal service desk team was freed to focus on higher-value technical and customer work, rather than being pulled into repetitive closure tasks under time pressure.
Operational stress reduced.
The desk felt more controlled.
The service felt more professional both internally and to clients.
Financially, the decision was clear.
The cost of TeamJara was lower than the fully loaded cost of a single full-time hire, without the risks associated with absence, turnover, or under-coverage in a 24/7 environment.
What the client gained was not just capacity but certainty.
