Different estates. The same structural problem.
Six sectors where organizations carry genuine operational technology without wanting to build a technology function around it. Each page sets out the estate that is typical there, where it strains, and what Ferrafox would take responsibility for.
These pages describe where the Ferrafox model applies and what we would take on. They are not a client list, and nothing on them should be read as one. Where a sector carries obligations we would need a client’s own governance to scope, such as clinical records or regulated reporting, the page says so rather than implying otherwise.
Professional services
Firms where the client relationship is the product and the document is the record.
The hard partYour clients’ auditors are also auditing you
Manufacturing and industrial
Estates where a long-lived operational core has to meet everything built since.
The hard partThe line cannot stop
Healthcare providers
Clinical systems that must interoperate, and an administrative estate that rarely gets attention.
The hard partWhere the boundary sits
Financial services
Vendor platforms that must be integrated, evidenced and defensible under review.
The hard partYour supplier is in scope of your regulator
Logistics and distribution
Integration-heavy estates judged in the few weeks a year they are under real load.
The hard partPeak is the only test that counts
Education and research
Identity at institutional scale, and departments that have always run their own technology.
The hard partJoiner–mover–leaver, all at once
Tell us what your organization runs on.
The first conversation is about the environment as it stands today: what exists, what it costs to keep running, and where responsibility currently sits.