The phone system at the Roman Catholic Archdiocese of Washington failed completely. For a small IT team supporting a sprawling institution, this was an unusually blunt demonstration of a familiar problem: something essential had become a job in itself. Keeping the phones alive was consuming the people who needed to use them.
Michael Wilson, the Archdiocese’s IT and security executive, put the distinction neatly: “Our core function is to utilize it.” The organization moved to managed communications combining Microsoft Teams with conventional internet telephony. In XTIUM’s account of the project, the migration preserved service while accommodating employees who preferred different tools.
- ATSG runs cloud, desktops, networks and security for other organizations.
- MTM Technologies joined ATSG in 2020. ATSG became XTIUM in 2025.
- The buying question: which operating responsibilities will the provider actually take?
XTIUM is the name ATSG adopted in March 2025 after combining with Evolve IP. The Archdiocese story belongs to that successor business. But it explains the market ATSG spent years assembling: organizations with complicated technology and limited appetite for becoming experts in every component.
The phone system was the clue
A telephone looks like a product. A working telephone service is a chain of dependencies: connectivity, configuration, identity, software, support. Buying the device resolves one link. Somebody still has to look after the chain.
ATSG’s services extend that logic across the workplace. A virtual desktop gives employees access to applications without requiring the full working environment to live on each laptop. Managed networks connect offices and cloud systems. Security services monitor threats and coordinate responses. Help desks handle the daily friction. Communications services keep colleagues and customers talking.
The intended customers are midsize and larger organizations. Healthcare groups, financial firms, retailers and education providers feature in the company’s market positioning. These are environments where IT supports many locations, users or regulated workflows. The attraction is access to specialists without building every specialty into the internal team.
“Our core function is to utilize it.”
Michael Wilson / Archdiocese of Washington
On the organization’s phone system
The Archdiocese migration offers a useful wrinkle. Some employees wanted Teams; others wanted desk phones. The provider adjusted to support both. A consistent backend did not require identical habits at every desk. For buyers, that is a practical lesson: specify the service people need before prescribing the interface everyone must love.
Buying the missing pieces
ATSG began as a network and systems integrator. Its later strategy moved toward recurring managed services, with acquisitions adding capabilities and people. Founder Frank Scanga’s business gradually took responsibility for more of what happened after installation.
In December 2020, ATSG acquired MTM Technologies. MTM brought Cisco and Citrix relationships, workplace virtualization expertise and a broader national footprint. Its AnyWhere App supported access to applications and data. This matters when reading old company records: MTM’s 1988 founding date belongs to MTM. ATSG’s own profile gives 1994.
Capability map, not acquisition prices.
Optanix followed in December 2021, bringing managed networking, monitoring technology, collaboration and contact-center expertise. ATSG had already been an Optanix partner. The acquisition therefore extended an existing working relationship while adding intellectual property and channel connections.
Xentaurs joined in December 2022, expanding cybersecurity consulting and managed detection and response. ATSG called it acquisition number eleven. The sequence suggests a strategy of buying adjacent operating skills: the desktop connects to the network, which needs protection, which generates another set of tasks somebody must own.
There was money behind the assembly. In February 2021, ATSG announced expanded backing from RunTide Capital, supported by funds managed by Morgan Stanley AIP. The announcement described access to more than $200 million of capital, including leverage. That figure represented financial capacity for growth, rather than a customer price or a single disclosed equity round.
The expensive part is the responsibility
ATSG’s model combines recurring service agreements with implementation and technology expertise. Its historical rediTech, rediManage, rediCloud and rediSecure names divided the offer into recognizable pieces. The economic proposition was to make those pieces operate together.
A fair cost comparison therefore needs more than a hardware quote. Buyers should put migration, licensing, monitoring, support coverage and incident response on the same sheet. They should also identify what stays with their own team. A subscription only becomes comparable when the obligations underneath it are comparable.
The competitive field changes with the assignment. A company buying network operations has a different shortlist from one buying virtual desktops. ATSG’s distinguishing proposition is breadth across those needs, supported by technology partners including Cisco, Microsoft and Citrix, plus its own operating platforms. Breadth is useful when the hard problems sit between vendors.
There are limits. A narrowly scoped requirement may suit a specialist. An organization with a capable internal operations team may prefer to keep control. Virtual desktops also depend on connectivity and application fit. Buyers should test representative workloads and recovery procedures before committing a whole workforce. Outsourcing operation still leaves the customer responsible for choosing requirements well.
A new name. The same operating question.
At the March 2025 rebrand, the combined organization reported more than $230 million in revenue, 1,700 global customers and over 950,000 end users. Those are combined-business figures. The customer FAQ emphasized continuity: existing agreements remained in effect, and a new contract was not required simply because of the combination.
Combined organization, reported at the March 2025 rebrand.
By October 2026, the operational brief had expanded again. Following its June XTAI launch, XTIUM announced XTAI Orchestrator on October 1. The platform is designed to oversee AI services and agents, govern their use and track costs across systems. Those are announced capabilities, rather than proof of customer savings.
The underlying question has survived the new vocabulary. Who will maintain the system after the purchase, connect it to everything else and answer when it goes wrong? ATSG built its business around that question. For the customer, a successful answer should produce something pleasantly ordinary: a working day.