SPECIALIST IT STAFFING
Technology talent that moves your business forward.
Strengthen your team with expertise aligned to your technology, delivery priorities and business goals. Aevis combines technical assessment with flexible engagement options to help you bridge skill gaps and scale with confidence.
- Screened by people who do the work
- Documented ramp before day one
- Replacement cover agreed in advance
10
capability areas under one contract
04
engagement shapes, priced differently
01
practice standing behind every placement
The challenge
What usually brings a staffing conversation to us.
Almost never a shortage of candidates. Far more often a mismatch between how the work is shaped and how the capacity was contracted.
Work with no edge
A deliverable was contracted as monthly headcount, so there is no definition of done. The engagement continues because nobody can point at the moment it should have stopped.
Screening against a keyword list
CVs are matched to a job description by people who cannot assess the work. Technical screening happens for the first time in your interview, at your cost, several candidates in.
Productivity that starts in month two
A capable engineer spends three weeks discovering how the estate is put together because nothing was documented for them. That ramp is paid for at contractor rates, every time.
Context that leaves with the contractor
What was learned during the engagement was never written down, so the next person relearns it and the organisation pays for the same discovery twice.
One contractor holding a system
A resignation becomes an incident because knowledge of a business-critical system sits with an individual on a rolling contract and nowhere else.
A hiring plan slower than the work
The permanent role is approved and open, and the programme that needed it started two months ago. The gap gets filled by whoever is available rather than by whoever fits.
Engagement paperwork treated as an afterthought
Right-to-work, background checks, IP assignment and the terms of any conversion get settled after the start date, which is when they are hardest to negotiate.
A placement nobody stands behind
The supplier’s involvement ended at the invoice. There is no practice to ask a question, no second opinion available, and no route to escalate anything short of a replacement.
OUR APPROACH
The right expertise. The right engagement.
Aevis helps you close skill gaps, strengthen delivery and build teams around your business priorities. Our consulting-led approach starts with understanding your requirements, then recommending the right combination of people, expertise and delivery ownership
Choose the engagement that fits your needs:
Specialist contractors: Add specific skills to your team while retaining day-to-day direction and delivery control.
Project teams: Bring together complementary expertise to support a defined project, with clear roles and agreed responsibilities.
Defined work packages: Assign a scoped deliverable to Aevis, with agreed pricing, acceptance criteria and delivery accountability.
Dedicated teams: Build ongoing capacity that retains knowledge of your systems, processes and business.
Our consultants are assessed by practitioners with hands-on delivery experience and backed by Aevis’s wider technical expertise. We stay involved throughout the engagement to support performance, continuity and alignment with your goals.
- Engagement type
- Contract staffing, project or work package, dedicated team
- Coverage
- Infrastructure, cloud, security, ITSM, software, data
- Working pattern
- On-site, hybrid, remote or offshore, by agreement
- Governance
- Named account contact, documented ramp, agreed replacement cover
Capabilities
Core capabilities.
Ten capability areas. The first six are the engagement shapes; the last four are what we do around whichever one you choose.
Short and long-term contract staffing
Individual specialists placed against a defined role and duration, where what you need is a skill your team does not currently hold.
- Role scoped against the work rather than against a generic job description
- Technical screening by an engineer from the relevant practice
- Rate and duration agreed against a defined review point
- Extension or exit decided at that review rather than by default renewal
Project-based staffing
A team assembled around an outcome with a lead who is accountable for it, where the need is a result rather than a set of individuals.
- Team shaped to the outcome, including the roles you had not scoped
- A named lead accountable for delivery and for the team’s internal handovers
- Progress reported against the outcome, not against timesheets
- Team composition allowed to change as the phase of work changes
Work-package-based staffing
A bounded deliverable, priced and owned as a package. The shape to choose when what you want is a definition of done and delivery risk carried by the supplier.
- Scope, acceptance criteria and definition of done agreed before pricing
- Fixed price against that scope, with a written change path
- Delivery accountability held by Aevis rather than by your project manager
- Handover including documentation as an acceptance condition, not a courtesy
Contract-to-hire
A defined trial period with the conversion path and its terms agreed at the start, so the decision at the end is about the person rather than about the contract.
- Trial duration, conversion fee and notice agreed before the start date
- Structured review points rather than a single decision at the end
- Conversion terms fixed at the outset so they cannot be renegotiated under pressure
- A clean exit path if either side concludes it is not the right fit
Corp-to-corp hiring
Supplier-to-supplier engagement where that is the structure you contract in, with the compliance obligations of that model handled properly.
- Engagement through the corporate structure your procurement requires
- Insurance, indemnity and IP assignment verified at the entity level
- Sub-supplier chain visible rather than obscured behind one invoice
- Statutory and tax-status obligations documented for both sides
Dedicated teams
Standing capacity that holds your context between pieces of work rather than relearning it — the shape for a continuing need that is not a permanent hire.
- A stable team retained across engagements rather than re-assembled per project
- Your estate knowledge held as team documentation, not in one person’s head
- Capacity flexed within an agreed band without restarting the relationship
- Cross-cover inside the team so a single absence is not a stoppage
Technical screening and sourcing
Assessment by people who do the work. The screening interview is conducted by an engineer from the practice the candidate would join, not by a recruiter with a checklist.
- Practice engineers conduct the technical screen and write the assessment
- Assessment shared with you, including the reservations
- Shortlists deliberately short, with the reasoning for each inclusion
- Candidates we would not place in our own delivery teams are not submitted
Onboarding and knowledge transfer
A documented ramp prepared before the start date, so productive contribution does not begin in the second month at contractor rates.
- Estate, tooling and access documented ahead of day one
- A first-fortnight plan with checkpoints rather than an open induction
- Knowledge captured into your documentation as the engagement proceeds
- Exit handover treated as a deliverable of the engagement, not a favour
Contracting and compliance administration
Engagement paperwork, verification and statutory obligations handled before the start date, which is when they can still be negotiated calmly.
- Right-to-work, identity and reference verification completed pre-start
- Background and sector-specific screening where the environment requires it
- IP assignment and confidentiality executed before access is granted
- Timesheet, invoicing and expense process agreed and documented up front
Continuity and replacement cover
An agreed response when somebody leaves, rather than a restart of the search — because the risk you are actually buying protection against is discontinuity.
- Replacement timescales agreed in the contract rather than at the resignation
- Overlap and handover period defined per engagement shape
- Knowledge held in your documentation, so a handover is possible at all
- Escalation to the practice behind the placement for a second opinion at any point
AI-ready technology talent
AI helps us find people. It does not decide about them.
Two separate things: the AI and automation skills clients now ask us to supply, and the assisted matching we use to shortlist. The second one has a hard limit, and it is stated below rather than implied.
AI, ML and automation talent
Engineers, data and platform specialists for AI, machine learning and intelligent automation work — sourced and technically validated the same way every other placement is.
AI-ready delivery pods
A formed team for an AI or automation programme, with the delivery and governance roles the work actually needs rather than developers alone.
Assisted skills discovery and matching
Search and shortlisting support across a large candidate pool, surfacing evidence for a human reviewer to assess.
What stays human — without exception
Aevis does not use AI to select or reject candidates. Skills discovery and matching support a shortlist; technical assessment, interview judgement, and every hiring and rejection decision are made by people, and remain the accountable decision of the reviewer who made them.
How value is measured
- Time to a validated shortlist
- Shortlist-to-interview conversion
- Technical assessment pass rate
- Placement retention at six months
- Reviewer override of suggested matches
Candidate data
Candidate information is processed for the agreed recruitment purpose only, under the client’s and the candidate’s applicable data-protection terms, and is not used to train models.
Outcomes
What changes for the business.
Operational changes rather than promises. Each one is visible in an engagement review, and each is stated as something that can be checked.
Capacity contracted in the shape of the work
A deliverable is bought as a deliverable and a skill gap as a role, so every engagement has a definition of done or an explicit review point rather than a rolling renewal.
Shorter time to productive contribution
A documented ramp prepared before the start date removes the weeks otherwise spent discovering how the estate fits together, which is the most expensive part of any placement.
Interview time spent on decisions, not filtering
Candidates arrive technically screened by an engineer from the relevant practice, with the assessment and its reservations written down, so your interviews are about fit rather than competence.
Context retained by the organisation
What was learned during the engagement ends up in your documentation as work proceeds, so the next person does not repeat the discovery you already paid for.
Placements backed by a practice
A placed engineer can escalate a question to the practice behind them, and so can you. A second opinion does not require a new contract.
A resignation becomes a handover
Replacement timescales and overlap are agreed in the contract, and knowledge is held in documentation rather than in an individual, so departure is a scheduled event rather than an incident.
Delivery
How an engagement runs.
The same eight stages every Aevis engagement uses, applied to capacity rather than to a system. The design stage is where the engagement shape is chosen, and it is the stage clients most often want to skip.
Discovery
The work itself — what has to be true at the end, by when, who directs it, what already exists, and whether it has an edge or is genuinely continuing capacity.
OutputA description of the work rather than a job specification
Assessment
Which of the four shapes fits, what each would cost, where delivery risk would sit under each, and an honest statement of where a permanent hire would serve you better than any of them.
OutputRecommended engagement shape with the alternatives priced
Design
Role or scope defined, review points and acceptance criteria agreed, replacement cover and conversion terms written into the contract, and the ramp plan prepared.
OutputAgreed engagement terms, including the exit
Sourcing and screening
Candidates sourced and technically screened by engineers from the relevant practice, assessments written up with their reservations, and a deliberately short shortlist put to you.
OutputShortlist with written technical assessments
Onboarding
Compliance and verification completed before access is granted, the documented ramp executed against checkpoints, and the first-fortnight review held while changing course is still cheap.
OutputCompliant start and a completed first-fortnight review
Engagement
The work proceeds under your direction, or under our delivery accountability where the shape is a work package. Knowledge is captured into your documentation as it goes rather than at the end.
OutputWork delivered, with documentation accruing
Governance
Review at the agreed points covering contribution, fit, whether the shape is still the right one, and — where relevant — whether conversion should now be discussed.
OutputPeriodic engagement review and a documented decision
Exit or extension
A decision taken at a review point rather than by default renewal, with handover treated as a deliverable: documentation current, access closed, and knowledge transferred before the last day.
OutputCompleted handover, or an extension with a new review point
Engagement models
The same sequence, contracted three ways. The split of responsibility is written down before the service starts.
Contract staffing
Individual specialists placed against a defined role and duration, with you directing the work. Priced by rate and duration, with delivery risk retained by you and a defined review point rather than automatic renewal.
Project or work package
A team around an outcome, or a bounded deliverable priced as a package. Under the package model Aevis holds delivery accountability against agreed acceptance criteria, which is the substantive difference from contract staffing.
Dedicated team
Standing capacity retained across engagements, holding your estate context between pieces of work, with capacity flexed inside an agreed band. The shape for a continuing need that is not a permanent hire.
Platforms
Skills and technologies.
The disciplines we screen for and place into. Depth is concentrated where Aevis also operates, because that is where our engineers can genuinely assess somebody else’s.
Service management
- ServiceNow
- Jira Service Management
- ITIL practice roles
- Service desk leadership
Cloud and infrastructure
- Azure
- AWS
- VMware
- Windows and Linux engineering
Network and connectivity
- Cisco
- Fortinet
- Palo Alto Networks
- SD-WAN engineering
Security
- SOC analysts
- Security engineering
- GRC and audit
- Identity engineering
Workplace and endpoint
- Intune and Configuration Manager
- Jamf
- Deskside engineering
- Service desk analysts
Software engineering
- .NET
- Java
- Node.js
- React and mobile
Data and reporting
- SQL and data engineering
- Power BI
- Databricks
- Integration and API
DevOps and automation
- Kubernetes
- Terraform
- CI/CD engineering
- Site reliability
Why Aevis
Why Aevis for staffing.
Service-specific differentiation. These are the reasons this practice is structured the way it is, not general company claims.
We argue about the shape before the CVs
The assessment stage prices the alternatives and says where delivery risk sits under each. Some of those answers are worth less revenue to us than the one you asked for, and we give them anyway because the wrong shape is what makes these engagements drift.
Screened by engineers, not by keyword
The technical screen is conducted by somebody from the practice the candidate would join, and the written assessment reaches you with its reservations intact rather than as a sales summary.
A practice stands behind the placement
Aevis operates estates. A placed engineer has somewhere to escalate a question, and so do you — a second opinion does not require another contract or another supplier.
The ramp is prepared before day one
Estate documentation, access and a first-fortnight plan exist before the start date, because the weeks otherwise spent on discovery are the most expensive weeks of any placement.
The exit is written at the start
Review points, replacement cover, conversion terms and handover expectations are agreed before a start date, which is the only time they can be negotiated calmly by both sides.
Knowledge accrues to you
Capturing what was learned into your documentation is a condition of the engagement rather than an end-of-contract courtesy, so you do not buy the same discovery twice.
We will tell you to hire permanently
Where the need is genuinely a permanent role and the market for it is reachable, the assessment says so. A staffing supplier that never reaches that conclusion is not assessing.
Compliance completed before access
Verification, screening and IP assignment are done before a start date rather than chased afterwards, which is both a lower risk position and a considerably easier negotiation.
Testimonials
In their words.
Each testimonial is tied to the service it refers to, so service pages can draw the relevant one automatically.
Illustrative — pending client permissions
The change we noticed first was not technical. It was that there was finally one person to call, and that person already knew the history of the problem.
Placeholder NameHead of IT OperationsNorthvale BankManaged Services They rebuilt the service catalogue around how our teams actually work rather than how the platform was shipped. Adoption stopped being an argument.
Placeholder NameDirector, Service ManagementHalden InsuranceIT Service Management We had the security tooling before Aevis arrived. What we did not have was anybody turning what it produced into decisions.
Placeholder NameChief Information Security OfficerCerulean HealthCybersecurity
FAQ
Frequently asked questions.
Answers are written to the same discipline as the rest of the page: they describe what the service does and, where the honest answer is "no provider can", they say that instead.
How do we know which engagement shape we need?
By asking where you want delivery risk to sit. If you want a definition of done and someone else accountable for reaching it, that is a work package. If you want to direct the work yourself and keep the flexibility to change it, that is contract staffing. The assessment stage prices both against your actual work rather than recommending one on principle.
Who directs the work day to day?
You do, under contract staffing and dedicated teams — Aevis supplies and supports the capacity, and direction, prioritisation and acceptance stay with you. Under the work-package model Aevis directs the work and holds delivery accountability against the agreed acceptance criteria. That distinction is the main thing the two models price differently, and it is written into the engagement terms rather than implied.
Can we hire someone permanently at the end?
Yes. Under contract-to-hire the conversion fee, trial duration and notice are agreed before the start date so that the decision at the end is about the person rather than a renegotiation under time pressure. Conversion from a standard contract engagement is also possible and its terms are in the agreement rather than raised when you ask.
How are candidates actually screened?
An engineer from the practice the candidate would join runs the technical screen and writes the assessment. You receive that assessment including its reservations. We do not submit candidates we would not place into our own delivery teams, which is the only screening standard we can state that is checkable.
What happens if a placement does not work out?
Replacement timescales and any free-replacement period are agreed in the contract before the start rather than negotiated at the point of failure. In practice the more useful protection is the ramp documentation and knowledge capture, because they are what make a replacement productive quickly instead of restarting the discovery.
How quickly can you place somebody?
It depends far more on the scarcity of the skill and the screening the environment requires than on our sourcing speed. Enhanced vetting for a regulated environment sets a floor no supplier can go below honestly. We give an indicative timescale at the end of assessment, and we would rather be slow and right about it than fast and wrong.
Are these people offshore?
Where the engagement is contracted that way and it suits the work. Location, working pattern and time-zone overlap are agreed in the engagement terms rather than optimised silently afterwards, and the rate reflects what was agreed. You will always know where the people working on your estate are.
How is employment and tax status handled?
Engagement structure, tax status and the supplier chain are documented before the start date, and the chain is visible to you rather than obscured behind a single invoice. Where your procurement or internal audit requires a particular structure, that is a constraint we design the engagement around rather than an obstacle to work past.
Will placed people work alongside our own team?
Almost always, and that is the case the ramp is designed for. What matters is that the working relationship, escalation path and documentation expectations are set out at the start, so a contracted engineer is not left guessing at conventions your permanent team absorbed over years.
Do we have to use your other services?
No. Staffing is contracted entirely on its own terms and a single-service relationship is a completely normal outcome. Where Aevis also runs your estate the benefit is that placed engineers can draw on a practice that already knows it — an argument for taking more, never a condition of this working.
Staffing enquiry
Start with the work, not the role.
The most useful first conversation is not a job specification. It is establishing what has to be true at the end, by when, and whether that has an edge — because the answer decides how this should be contracted.
- Response
- One working day, Monday to Friday