Stringfellow Technology Group
At Stringfellow, we believe that IT shouldn't take a toll on your wallet, your people, or your time. Pass the burden on to us. We love it. We live for it. It's our Standard.
We do a lot of things, but most importantly to you, we are an outsourced IT shop that believes IT shouldn't take a toll on your wallet, people and time.
We have proven strategies that work and a fast, friendly service desk that people love and we deliver consistent results that save you time and money.
Making IT easy is kinda what we live for.
Cloud Employees are Happier Employees: The Stages Of Cloud Adoption
What are the stages of cloud adoption, and why should a business leader care? Because getting cloud adoption right or wrong doesn’t just affect your servers. It affects your people. Their mornings. Their frustrations. The speed at which they can do the work you hired them to do. Most companies adopted cloud tools in a
What are the stages of cloud adoption, and why should a business leader care? Because getting cloud adoption right or wrong doesn’t just affect your servers. It affects your people. Their mornings. Their frustrations. The speed at which they can do the work you hired them to do. Most companies adopted cloud tools in a
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6 Reasons Why Businesses Wanting to Scale With AI Should Outsource IT
Why the businesses actually scaling with AI already outsourced this one thing Everyone is adding AI tools right now. New subscriptions, new platforms, new promises from vendors about what this quarter’s rollout will unlock. And most of it stalls. Not because the tools are bad. Not because the teams are resistant. Because the foundation those
Why the businesses actually scaling with AI already outsourced this one thing Everyone is adding AI tools right now. New subscriptions, new platforms, new promises from vendors about what this quarter’s rollout will unlock. And most of it stalls. Not because the tools are bad. Not because the teams are resistant. Because the foundation those
Read full post on stringfellow.com
You Shouldn’t Have To Tolerate Your IT Provider
There’s a question we ask almost every business leader we meet for the first time: “How do you feel when you have to call your IT provider?” The answers are telling. Some people sigh. Some laugh. A few say something polite like “they’re fine” in a tone that means they are not fine. Nobody should
There’s a question we ask almost every business leader we meet for the first time: “How do you feel when you have to call your IT provider?” The answers are telling. Some people sigh. Some laugh. A few say something polite like “they’re fine” in a tone that means they are not fine. Nobody should
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Is your IT service provider built for the company you’re becoming?
There’s a moment in every growing business when the IT provider that used to feel responsive starts feeling reactive. Tickets get answered. Projects don’t move. Onboarding takes weeks. Audits keep surfacing things nobody owns. If that’s the season you’re in, it isn’t a tooling problem. It’s an ownership problem. And at your size, it’s costing
There’s a moment in every growing business when the IT provider that used to feel responsive starts feeling reactive. Tickets get answered. Projects don’t move. Onboarding takes weeks. Audits keep surfacing things nobody owns. If that’s the season you’re in, it isn’t a tooling problem. It’s an ownership problem. And at your size, it’s costing
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Everyone Has Access to AI. Let the Chaos Begin.
Every week, another company decides it is “doing AI.” They buy licenses. Turn on Copilot or Claude. Announce the rollout. Encourage adoption. Then call that an AI strategy. It is not. It is a purchasing decision. And that distinction is costing businesses more than they realize. Access Is Not the Same as Leverage Individual AI
Every week, another company decides it is “doing AI.” They buy licenses. Turn on Copilot or Claude. Announce the rollout. Encourage adoption. Then call that an AI strategy. It is not. It is a purchasing decision. And that distinction is costing businesses more than they realize. Access Is Not the Same as Leverage Individual AI
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What Would You Do With 10 Extra Hours This Week?
You already know the feeling. You sat down Monday morning with a plan. Hire that operations lead. Review the quarterly numbers. Finally have the conversation with your leadership team about the expansion you have been putting off since January. Then the week happened. Somebody could not log in. A vendor invoice came in 40% over
You already know the feeling. You sat down Monday morning with a plan. Hire that operations lead. Review the quarterly numbers. Finally have the conversation with your leadership team about the expansion you have been putting off since January. Then the week happened. Somebody could not log in. A vendor invoice came in 40% over
Read full post on stringfellow.com
6 Reasons Why Giving Your Employees AI Access Isn’t AI Strategy
Every week, another company decides it is “doing AI.” They buy licenses. They turn on Copilot, ChatGPT, or Claude. They announce the rollout. They encourage the team to start using it. Then they call that an AI strategy. It is not. It is a procurement decision. That distinction matters because most businesses are solving for
Every week, another company decides it is “doing AI.” They buy licenses. They turn on Copilot, ChatGPT, or Claude. They announce the rollout. They encourage the team to start using it. Then they call that an AI strategy. It is not. It is a procurement decision. That distinction matters because most businesses are solving for
Read full post on stringfellow.com
The Cost of Tension: How Holding On Too Long Steals Growth
Every successful business thrives in a constant state of tension. On one end of the rubber band is what made us successful: the current revenue model, the proven processes, the dependable services, the cultural norms that feel safe. On the other end is what we could become: new markets, new capabilities, innovation, higher-margin offerings, smarter
Every successful business thrives in a constant state of tension. On one end of the rubber band is what made us successful: the current revenue model, the proven processes, the dependable services, the cultural norms that feel safe. On the other end is what we could become: new markets, new capabilities, innovation, higher-margin offerings, smarter
Read full post on stringfellow.com