The midnight deployment had a small problem: the person meant to handle it had a doctor’s appointment and had forgotten to tell anyone. In Touch Support’s account of its work with Code Enigma, this is the sort of incident that made overnight coverage intolerable. The British Drupal specialist had skilled engineers. What it needed was dependable capacity when those engineers went home.
- Managed people working inside the client’s existing tools.
- Customer support, infrastructure, and finance under one roof.
- A skilled nursing offering built around back office work.
“It was driving us crazy,” managing director Greg Harvey recalled. Previous providers struggled with reliability or the technical stack. Internal projects waited while urgent requests consumed attention. The first thing to fail was the coverage arrangement. The consequences then spread into work the company wanted to do during ordinary hours.
A shift needs someone to own it
Touch Support supplied a dedicated remote system administration team within Code Enigma’s workflows. Recruitment, onboarding, training, regular one-on-ones, and performance management came with it. That last part matters. A buyer comparing hourly rates can overlook the hours spent supervising the person attached to the rate.
The company-published case study reports a 30% reduction in active tickets within a few months, faster responses, and movement on a stalled Debian 12 upgrade. Its companion account says onboarding was difficult because the stack was complicated. What persuaded Harvey was a team willing to learn, backed by ongoing management.
Reported in the Code Enigma case. A client outcome, not a forecast for every engagement.
Your systems. More hands.
Founded in 2003, Touch Support now sells managed customer experience, IT, and financial operations. Its customers include hosting providers, SaaS businesses, ecommerce companies, and healthcare operators. The organizing idea is integration: agents learn the client’s tools, tone, and procedures, then work as an extension of the operation.
For customer support, that means email, chat, and voice coverage, tier 1 and tier 2 assistance, ticket handling, and quality measurement. Infrastructure work includes monitoring, helpdesk coverage, cloud management, and Windows and Linux support. Finance stretches from invoice intake and collections to reconciliations and monthly reporting. The current homepage also advertises embedded software development.
This puts Touch Support between several buying choices: hiring internally, managing individual contractors, or contracting a specialist service provider. Its argument centers on managed capacity within an existing operation. The breadth is useful when adjacent functions need help, although breadth alone cannot tell a buyer whether a particular team understands a particular business.
The nursing-home connection
SNF means skilled nursing facility. Touch Support’s history dates the launch of SNF Back Office to 2022. The offering’s origin story describes a practical progression: experience supporting senior-care businesses revealed demand for a more coordinated back office. Existing capabilities in IT, staffing, recruiting, payables, accounting, and receivables could be packaged for nursing operators.
Consider what that involves. Someone must code an invoice, follow up on a claim, reconcile an account, and answer a vendor. SNF Back Office offers help with those tasks while retaining the client’s systems and financial leadership. Its legacy finance description explicitly says successful engagements need an informed person internally; accounting work requires a controller or similar contact.
That requirement makes the arrangement easier to understand. Outsourced staff can execute a process and improve its documentation. The client still supplies institutional knowledge and decisions. An operator expecting the vendor to replace every internal owner would be buying against the stated conditions of the service.
The extra form was the problem
A more recent accounting case brings the method into focus. A healthcare operation processing tens of thousands of invoices monthly wanted a record of each general-ledger correction. Accountants corrected entries in Sage Intacct, then had to document the change in a separate ticketing system. The operation estimated that roughly 15% of reclassifications received that record.
Touch Support’s Sage Extension case describes moving capture into the moment of correction. An event in Sage triggers a prefilled form. Transaction details arrive automatically; the accountant adds severity and reason. Managers control access by user, client instance, and facility. The case reports capture reaching 100%, with the earlier figure explicitly described as an estimate.
These percentages describe different things. A smaller active ticket queue measures unfinished support work. More complete correction records measure whether an explanation survives the accounting task. Neither figure, by itself, establishes a return on investment. For a buyer, choosing the right measure is part of specifying the job.
The copyable lesson is precise: attach documentation to the event that creates it. Prefill what the system already knows. Leave people the fields that require judgment. This also produces a searchable record of recurring corrections, giving managers something concrete to use when revising guidance.
What the buyer is paying for
Touch Support quotes according to team size, coverage hours, and complexity. Its legacy SNF finance offer describes a flat monthly fee per facility, generally using shared teams for cross-training and absence coverage. Those are different ways to buy capacity, with different questions about scope. The useful comparison includes supervision, onboarding, shift coverage, and retained internal responsibilities.
Another company case describes a cash platform deployed across more than 20 long-term care facilities. Bank data feeds into a shared view alongside Sage Intacct records, replacing repeated morning assembly. Banks without API access still require manual uploads. Automation follows the available connections; somebody still owns the exceptions.
The older Microsoft 365 savings program shows another piece of the proposition. SNF Back Office describes passing licenses through at cost to IT-service clients, and adding a small processing fee for other operators. That offer makes licensing part of the broader service relationship. A buyer would need to confirm current terms and compare the full contract, including service fees.
“It was driving us crazy.”Greg Harvey, Code Enigma
On unreliable out-of-hours coverage
The same scrutiny belongs in a pilot. Access must be assigned, escalation routes agreed, and exceptions made visible. A difficult technical stack takes learning; a finance team still needs a controller who knows the facilities. These conditions help explain why the people-management component is central to the offer. Adding capacity works only when someone can direct it toward the right work.
A sensible starting point is one bounded bottleneck, a named internal owner, and a measure that captures the pain: ticket age, missing correction records, or time until cash visibility. Touch Support says some clients pilot with one to three agents. The practical test is whether the handoff becomes dependable enough for the rest of the team to move.