Customer Success · built by operators
XOPS isn’t shipped and walked away from. It’s co-designed and co-deployed with the IT teams who run on it. Every member of our team has staffed a help desk, owned a refresh cycle, sat through an audit, and escalated to the CIO at 2am.
The platform reflects what we wished we’d had. The engagement reflects how we wish we’d been worked with.
The partnership promise
We don’t pitch and push. We sit with your operators, learn the seams, and earn the right to ship the next domain. Here’s how that actually works.
1 · We sit before we sell
Before we recommend anything, our team walks your operational reality with yours. We map the seams, the silos, the late-night fire drills. Most vendors learn your stack from procurement. We learn it from your operators.
2 · We co-design, not deliver
We bring the platform; your team brings the truth. The first Outcome is configured side-by-side. So is the second. By the time we hand over keys, your operators run XOPS — because they wrote it with us.
3 · We measure what we promised
Before we go live, we agree on what good looks like. SLAs. Reclaim rates. Time-to-productive. Audit posture. Then we measure. The platform is judged on operational outcomes — not on deployment milestones.
4 · We earn the next domain
We start with one domain. The one with the highest pain or the cleanest savings. We deliver. Then you decide where we go next. Most customers expand — not because we sold them, but because the first domain proved it.
Featured customer
Broadcom
Fortune 100 · Semiconductor & Software
Broadcom supports 50,000 employees globally with a 40-person IT team. The math only works one way: nearly every device transition has to run autonomously, with humans only on the exceptions that genuinely need judgment.
We started with one domain — device lifecycle. Co-designed the runbooks alongside their endpoint engineering team. Established baselines: refresh cycle time, reclaim rate, deployment SLA, ESG posture. Then expanded only after the first domain proved itself.
Today, refresh shifted from calendar-driven to performance-driven, capex deferred, ESG metrics improved, and the IT team can focus on the work that actually requires people.
50K
Employees supported globally
40
IT staff supporting them
+1–2 yrs
Avg device life extension
Full case study available under NDA
More transformations
Cencora
Fortune 15 · Pharmaceutical
Cencora’s contractor on/offboarding cycles were eating 100+ hours of operations time every week, and devices were rarely recovered. We started where the pain was loudest. Co-designed the contractor lifecycle runbooks. Layered in license reclaim and chain-of-custody recovery.
100+ hrs
Saved per week
2.8×
More devices recovered
Full case study available under NDA
Corteva
Fortune 250 · Agriscience
Corteva runs 57,000 devices across 39 countries on a Device-as-a-Service program with no central operational view. We built the operational graph against their distributed estate, surfaced every unaccounted-for device, and put cost transparency on a single pane — for the first time.
3,000
Devices found & recovered
57K / 39
Devices · countries
Full case study available under NDA
How we engage
Physically when it matters. Virtually when it doesn’t. Joint ownership, explicit sign-off, full audit and rollback — from discovery through expansion.
A community of operators
The hardest IT operations problems aren’t in any documentation. They’re in the heads of the people who’ve already solved them. Our customers learn faster because they learn from each other — and from the operators on our team who lived the same problems first.
Annual
Every year, our customers come together. Closed-door sessions, real numbers, real failure modes, real playbooks. The agenda is set by the operators in the room.
Quarterly
Smaller groups. Domain-focused. Endpoint engineering one quarter, identity another. Operators benchmark with peers running the same stack.
Always-on
Customers contribute Outcome configurations — with permission — for others to learn from. The patterns that worked at one F100 are starting points for the next.
On call
Practitioners on our team — former CIOs, IT directors, endpoint architects — who can be borrowed for specific challenges. Not a sales engineer. An operator who’s done your job.
What operators tell us
“
They don’t sell software. They sit with us until it works. Then they sit with us until the next thing works.
VP of IT Operations · Fortune 15 Pharmaceutical
“
Their architects know my job better than my own architects do. Because they’ve done my job. That’s rare.
Director of Endpoint Engineering · Fortune 100 Technology
“
We didn’t replace a single system. We declared the end state. The engine ran on the stack we already had.
VP of IT Operations · Fortune 15 Pharmaceutical
“
The new hire orientation deck used to include ‘tickets to expect this week.’ We removed that slide.
VP of People Operations · Fortune 100 Pharmaceutical
A partnership built around the operators who run your stack — not the support tier you escalate to once a quarter.
