The most expensive sentence in business software is often a variation on four words: “That is their problem.” The payroll vendor points to the accounting system. The accounting consultant suspects the ecommerce plug-in. The warehouse application insists its export worked. Meanwhile, someone in finance opens Excel and begins repairing the truth by hand. Net at Work has built a large, durable business around taking that sentence off the table.
The New York company is neither a conventional software maker nor merely an outsourced help desk. It sits in the busy middle. It helps a manufacturer choose an enterprise resource planning system, moves years of data into it, connects the customer database and online store, trains the staff, monitors the servers, secures employee identities, and answers the phone when the month-end close produces a surprise. In construction, healthcare, food production, distribution, retail, nonprofits, and a dozen other fields, those seams matter as much as the applications themselves.
Brothers Alexander and Edward Solomon started Net at Work in 1996 as a network-support company. The origin explains the present business unusually well. They began with the plumbing, then followed clients upstream as software moved from office servers to hosted systems and finally to the cloud. Today the firm works across ERP, customer relationship management, human-capital management, ecommerce, managed IT, cybersecurity, data, artificial intelligence advice, and fractional CIO services. It supports more than 6,000 organizations and says the average client stays for 10 years.
A general contractor for software
A useful way to understand Net at Work is to picture a building renovation. Sage Intacct, Acumatica, NetSuite, Creatio, Rippling, and Microsoft supply excellent fixtures. But a growing company still needs someone to read the plans, sequence the trades, fit new equipment around old walls, and accept responsibility when the lights flicker. Net at Work sells that coordinating layer.
Its ERP menu alone spans Acumatica, NetSuite, Sage Intacct, Sage X3, Sage 100, Sage 300, Sage 500, and fixed-asset tools. On the people side, it supports HR and payroll platforms such as Rippling, Sage HRMS, and Workforce Go. CRM work includes Creatio and Sage CRM. Around those applications sit cloud hosting, infrastructure management, identity protection, managed detection and response, reporting, custom development, training, and application support.
The company’s real product is one accountable answer across a stack assembled from many vendors.
This breadth is the company’s argument against a specialist that knows one product brilliantly but cannot follow a transaction beyond it. Net at Work can start with a software-selection project, diagnose an existing deployment, rescue a troubled migration, or take over day-to-day operations. The pitch is not that every client needs everything. It is that the same partner can add the next capability without forcing the client to assemble a new committee of strangers.
The customer caught in the middle
Net at Work’s natural customer has become too complicated for improvisation but is not eager to build a giant internal technology department. It may be a distributor with thousands of items and several warehouses, a contractor reconciling field costs with payroll, or a nonprofit whose fund accounting lives beside donor and program data. The organization has real regulatory, security, and uptime demands. It also has a practical budget and employees with ordinary jobs to do.
The recurring villains are familiar: duplicate entry, spreadsheets used as unofficial databases, reports that arrive after decisions are due, brittle integrations, aging servers, uncertain security ownership, and a migration nobody wants to repeat. In one published case, Alteris Group replaced disconnected applications and manual re-entry with Sage Intacct. The company estimated that faster billing and the removal of duplicate timesheet work returned about four days of billable time each month. It is a modest, legible result - exactly the kind that makes enterprise technology useful.
Where the work concentrates
The sector expertise is not decoration. A food producer cares about lot traceability and expiration dates. A chemical company has formulations, quality controls, and compliance. Construction couples job costing to change orders, subcontractors, and field reporting. A generic implementation can reproduce a standard chart of accounts; an experienced one understands which awkward exception is actually the business.
The economics of staying after go-live
Net at Work earns money from advisory engagements, software resale, implementations, migrations, integrations, custom development, training, and rescue projects. Those are episodic. Managed IT, cybersecurity, hosting, monitoring, and application-support plans add recurring revenue. The model has a deliberate rhythm: a project establishes trust; support turns the relationship into an operating habit; the client’s next system creates another project.
Assessments, roadmaps, vendor selection, AI guidance, and fractional CIO work frame the problem.
Implementation, migration, integration, customization, recovery, and training create the new operation.
Cloud, cybersecurity, monitoring, managed IT, and application support keep it working.
That structure also explains why retention is more revealing than a launch count. Net at Work reports a 95.4 percent retention rate and an average relationship of a decade. Both figures are company-reported, but together they describe the intended moat: knowledge of a client’s data, workflows, people, and exceptions accumulates. Replacing the adviser is possible; replacing that context is expensive.
The competitors are a mixed crowd. National consultancies such as RSM and Sikich have broad practices. Firms including Velosio, SWK Technologies, and Blytheco overlap in ERP and managed services. Regional specialists may offer tighter product focus or local relationships. A client can also hire separate vendors for applications, infrastructure, and security, then coordinate them internally. Net at Work’s differentiation is not exclusivity. It is coverage - multiple major platforms, a wide service bench, industry knowledge, and one company expected to stay with the result.
Growth by adding specialists
In September 2023, private-equity firm Lovell Minnick Partners made an undisclosed growth investment. Net at Work said the capital would support organic expansion and acquisitions. The strategy has since become visible in a steady series of deals that add geographic reach, technical expertise, and customer relationships.
The July 2026 purchase of Kinzit Technologies brought an MSP and cybersecurity team with experience in healthcare, nonprofits, and construction. A month earlier, Net at Work acquired Millennium Accounting Solutions, a longtime member of its Partner Alliance Program serving Sage 100 customers. The second transaction reveals an unusually tidy pathway: a small consultancy can use Net at Work’s deeper bench while remaining independent, then potentially find a succession home inside the larger firm.
Acquisitions can strain the very promise they are meant to strengthen. A service business grows through relationships, and those relationships do not transfer as neatly as software licenses. The firm must preserve the local trust and specialist knowledge it buys while giving customers a broader set of capabilities. Its culture language - client champions, problem solvers, promise keepers, collaborative integrators, driven intrapreneurs, and inspiring coaches - reads like an internal checklist for that task.
Mid-market technology is often a coordination problem wearing a software costume.
Where Net at Work fits now
The company occupies the convergence of three markets: value-added software resellers, systems integrators, and managed-service providers. Each has been drifting toward the others. ERP firms add cloud operations. IT providers add security and business advice. Software platforms recruit partners to handle implementation and industry detail. Net at Work began crossing those boundaries early enough that the overlap now looks less like an expansion and more like its native territory.
Its 2026 recognition gives the managed-services side added weight. Channel Futures ranked the firm No. 39 on its Global MSP 501 list, which evaluates operational and financial performance, recurring revenue, and innovation. CRN placed it in the Managed Security 100 category for an eighth consecutive year. Those awards do not tell a customer whether a particular consultant will understand a particular warehouse, but they confirm that the company is no longer simply an ERP implementer with an IT add-on.
Artificial intelligence is now entering the portfolio through advisory work, analytics, automation, and AI-enabled features inside partner platforms. The opportunity is practical rather than theatrical. A mid-market company cannot use AI well if customer names differ across systems, inventory data is late, or permissions are chaotic. Net at Work’s older disciplines - integration, data management, workflow design, and security - are the unglamorous prerequisites. Before a chatbot can answer a question about the business, someone has to make the business answer consistently.
Thirty years after two brothers started solving network problems, the job has expanded but the commercial insight has not. Technology becomes valuable when someone owns the distance between the product and the work. Net at Work lives in that distance: not the flashiest layer of the stack, but the one where a purchase becomes an operation and a collection of systems becomes, on a good day, a company that knows what it is doing.