Infocenter makes
the handoff work

Fifteen thousand sheets of paper a month is a peculiar measure of a software company. Yet it is a useful place to begin with Infocenter. In a June 2024 case study, the company described a home-care provider whose operations department printed, distributed and collected medication records. Care happened in the field. Information had a more cumbersome itinerary.

The provider wanted clinicians to record medication administration on tablets and see current patient information. Infocenter built eMAR, a custom electronic medication administration record application. The company says the new system eliminated that monthly paper-handling exercise. The modest-sounding change points to a larger business: connecting the people doing the work with the systems meant to support them.

The business hiding in the handoff

Infocenter occupies the space between buying ServiceNow and making it useful. ServiceNow supplies the platform. Infocenter supplies the planning, implementation, integrations, custom applications and continuing attention that turn a platform into an operating process. Its customers are organizations with departments, existing systems and plenty of work crossing the boundaries between them.

The scope reaches beyond IT support. Infocenter works across employee services, customer service, asset management, security and risk, and industry-specific operations. Healthcare, financial services, manufacturing and telecommunications are prominent markets. Its success stories include an anonymized healthcare organization with more than 200 hospitals that needed a centralized process for marketing requests. Even marketing, apparently, has its own waiting room.

Founder Michael Vadini started Infocenter in 2017. His biography describes the company as bootstrapped. The resulting business made a concentrated bet on ServiceNow, with services extending across the platform. That concentration helps explain its market position: a specialist practice competing for enterprise work, increasingly backed by the resources of a much broader technology company.

First, make the problem visible

The front door is RADIUS, Infocenter’s strategy engagement. Workshops bring business-area expertise to the task of agreeing requirements, priorities and a budget. Deliverables can include a roadmap, project plan, statement of work and proof of concept. The prototype gives stakeholders something concrete to inspect before the larger implementation begins.

This is also where the company’s emphasis on domain expertise matters. Its employee-workflow practice is led by former HR executives who are ServiceNow specialists. Knowing how to configure a process and knowing why an HR department needs that process are different skills. Infocenter’s proposition is to put them in the same conversation.

For buyers, the useful habit is easy to copy: ask for the workflow, the budget and a demonstration before approving the build. A proof of concept does not settle every question. It does make misunderstandings easier to spot while changing the design is still an ordinary part of the job.

The launch is somebody’s Monday

Infocenter markets fixed-fee implementations for the build stage. DEVSHOP addresses what follows: administration, development, upgrades, reporting and new requests. The commercial logic is straightforward. A defined project buys a change; ongoing capacity buys people who can keep making changes. In March 2026, Insight described Devshop as a capacity-based model using expert pods and sprints.

The arrangement responds to problems Infocenter explicitly identifies: expensive ServiceNow talent, difficulty finding certified resources and customers struggling to use the platform fully. Its delivery network includes teams in the United States, United Kingdom and Mexico, plus a center of excellence in Pune, India. The service extends beyond a help desk to program management and development.

AppFactory adds custom applications to that service business. Infocenter’s catalog includes ATLAS CRM, PHOENIX configure-price-quote and Coretex, an Excel transformation tool. The names have theatrical ambition; the jobs are wonderfully ordinary. Quote a sale. Handle a spreadsheet. Keep a contract moving. These are ServiceNow-based offerings, so the fit depends on an organization’s commitment to that platform.

A specialist gets a larger address book

Insight acquired Infocenter on May 1, 2024. The strategic attraction was explicit: add ServiceNow consulting and managed services to Insight’s automation portfolio and connect them with its cloud capabilities. Infocenter brought a focused practice into a business with a much wider technology reach. Its LinkedIn page now announces the transition to the Insight brand. In the announcement, then-CEO Joyce Mullen said, “Workflow automation has become a necessity.”

“Workflow automation has become a necessity.”Joyce Mullen · Insight acquisition announcement, May 2024

The price deserves its footnotes. Insight’s 2024 filing records $265 million in cash consideration, net of acquired cash. The accounting purchase price was $289.2 million, including the estimated fair value of earn-outs. Sellers could qualify for contingent incentives of up to $106.25 million, linked to earnings performance through April 2026. Those amounts describe different parts of the transaction.

Recognition traces the practice’s changing emphasis: ServiceNow’s Americas accelerated-growth award in 2023, consulting-and-implementation award in 2024, and service-provider Rising Star award in 2026. Alternatives include other ServiceNow partners such as GlideFast and Thirdera, both finalists in the 2024 implementation category. Buyers still have to choose the expertise and delivery arrangement that suit their particular work.

Follow the record, then the work

The home-care relationship extended to room-and-board and patient-intake applications. The room-and-board work connected census, billing and accounts-payable processes, replacing shared spreadsheets and integrating with other systems. What had looked like a single paperwork problem turned out to contain several adjoining workflows. That is a natural expansion path for a company selling both applications and continuing development capacity.

The practical test for a buyer is therefore specific: choose a troublesome handoff, identify its owner, define the expected result and budget for maintenance. Without agreement on the process, a workshop or custom app has less to work with. Infocenter’s story makes the case for beginning with the record’s journey. Follow it carefully, and the software requirements become a little less mysterious.