The revealing detail in one I.T. Solutions customer story is Excel. A biotechnology company had outsourced clinical manufacturing and testing, but information returning from that work was being entered into spreadsheets and passed around by email. The company had enterprise software. It also had discrepancies, duplicate entries and an awkward problem: tracking a batch meant stitching together information that lived in different places.
- Connect the systems a business already depends on.
- Keep project expertise available between assignments.
- Measure the handoff, then decide what to automate.
I.T. Solutions, which trades as itsoli, built an application connecting the customer’s enterprise resource planning, study management and quality systems. Tracking covered the journey from inception to release. Dashboards exposed workloads and bottlenecks; incoming data helped prioritize batches. The company reports that emergency batch releases disappeared. The interesting intervention was making the existing pieces cooperate.
01 / The spreadsheet in the middle
According to itsoli’s account, the batch application was deployed at 30% of the cost of comparable commercial off-the-shelf software. That is a relative deployment cost for one engagement, rather than a price list. It nevertheless gives the story its bite. A purpose-built connection can sometimes be a more economical answer than another packaged system.
This is a useful way to understand itsoli’s market. Its integration practice covers assessments, architecture, migration and implementation across cloud and on-premises environments. Buyers are paying for somebody to understand their particular collection of applications and turn it into a working process. The hard part is often the collection.
02 / Stop hiring the same knowledge twice
Another customer, a Fortune 200 pharmaceutical company, had a different recurring headache. Growth and acquisitions created demand for project managers with experience in regulated work. Under the staff augmentation arrangement, the customer kept recruiting, onboarding and training people, then losing institutional knowledge through turnover. There was no reusable bench of managers who already knew the organization.
itsoli established a project management center of excellence inside the client’s existing governance structure. It took responsibility for hiring, preparation, support and capacity. The published case describes more than 100 projects with a combined $145 million budget. That number represents the client project portfolio under management, not itsoli’s fees or revenue. The commercial idea is continuity: make knowledge available for the next assignment.
The same logic appears in an architecture and engineering engagement for a biopharmaceutical business. Unpredictable requests made specialist staffing difficult. itsoli supplied and managed a shared team of architects, engineers, developers and analysts, assigning work through defined projects. The practical alternative was to make the customer repeatedly assemble that range of skills itself.
03 / A family firm inside enterprise machinery
Issam and Tina Khouri founded the business together in 2004. Issam is listed as president and CEO; Tina as executive vice president and CFO. The company describes growing from two consultants to more than 300 professionals across the United States and India. Its stated explanation is consistent delivery and referrals, a growth mechanism that makes an existing client’s experience unusually consequential.
“We take ownership and hold ourselves accountable for whatever you throw our way.”itsoli’s statement of its working philosophy
Its cultural promise puts integrity, quality and ease of doing business ahead of elaborate bureaucracy. The human details are less corporate: its company page lists support for the American Diabetes Association and American Lung Association, along with participation in the Fight for Air Climb and Spartan Race. There are actual stairs alongside the organizational ladders.
04 / The software is somebody else’s. The work is theirs.
Oracle ERP and human capital management implementations sit beside ServiceNow work, analytics, cloud applications and ongoing application support. itsoli advertises an Oracle Gold partnership on its ERP and HCM pages. The business occupies the services layer around enterprise platforms: advising, configuring, integrating, maintaining and supplying specialists.
That gives buyers several ways in. A finance team can seek an Oracle migration; an operations team can automate service requests; a technology leader can commission architecture and governance work. Professional services add people to existing teams, while managed services give itsoli responsibility for continuing delivery. Application support includes monitoring, administration, corrective work and enhancements under tailored contracts.
One consumer products customer needed ServiceNow expertise during the pandemic. itsoli built workflows for escorted office visits to collect work-from-home equipment and for contingent-worker approval and onboarding. The reported result was fewer scheduling delays and manual handoff errors. These are modest-sounding jobs until every exception becomes somebody’s afternoon.
In that market, itsoli competes for work that can also go to a systems integrator, a specialist consultancy or an internal team. Its stated difference is flexibility and practitioners who fit into the customer’s organization. A buyer can make that promise concrete by asking who owns delivery, how knowledge survives staff changes and which measures will show whether the process improved.
05 / Before the next purchase, open the black box
A data management customer’s analytics operation offers the most portable lesson. Management lacked visibility into spending and value. itsoli mapped resources, gathered business feedback and developed a target architecture. Its case study reports a resulting budget at 25% of the previous annual spend. The sequence matters: establish what exists, ask what people use, then rationalize.
A separate engagement at a computer and printer manufacturer started with fragmented analytics teams. itsoli says it established cross-functional governance within weeks, defining responsibilities and processes while developing the broader strategy. Governance sounds abstract until two departments need the same information and cannot agree who decides. Here it was part of getting delivery moving.
The newer AI practice extends the scope to readiness assessments, data pipelines, custom models, agents and language-model tuning. In October 2026, its AI site published guidance on enterprise AI security and agent identity. The latter argues for distinct identities, bounded permissions and audit records connecting instructions to actions. Even an autonomous workflow needs an owner.
The inference for buyers is straightforward. This approach suits organizations with consequential workflows, several connected systems and enough recurring demand to benefit from retained expertise. It requires access to stakeholders and agreement on responsibility. A team seeking an instant, self-service app may find a consulting engagement excessive. Start by tracing one troublesome handoff. Count the re-entry, waiting and corrections. That is a problem small enough to specify, and useful enough to solve.