£7m Added to EBITDA With Agentic IT Operations

Overview

A private equity-backed business ran its own line-of-business applications, with heavy integration between them. Supporting and changing that estate needed a large team of developers, IT professionals and support staff.

Veriland rebuilt the path from ticket to release around AI agents. A ticket arrives in the ITSM tool, and agents carry it through triage, diagnosis, the fix, AI testing and preparation of the CAB document. Engineers review, the Change Advisory Board decides, and the release goes out.

The Challenge

In most IT teams, the slow part of fixing something is not the fix. People spend the time working out what the ticket means, finding the cause, testing the change and writing it up for the Change Advisory Board. That work is repetitive, and it queues.

Heavy integration made it harder. A change to one application could affect the others, so each fix needed investigation across systems and regression testing across integrations.

What We Did

We put agents into each stage between the ticket and the release.

1. Triage. Agents classify, prioritise and de-duplicate tickets as they arrive in the ITSM tool, and add the context an engineer would otherwise look up.
2. Diagnose. Agents investigate logs, configuration, code and past tickets, and propose the likely cause and fix.
3. Prepare the fix. Agents prepare the change. Engineers review anything outside the limits agreed for agents.
4. AI testing. Agents generate and run tests for the change, including regression checks across integrations.
5. CAB pack and release. Agents write the CAB document: scope, impact, risk, test evidence and rollback plan. The CAB approves or rejects.

Tickets stay in the existing ITSM tool. Agents pick them up there and update them as the work moves through each stage. We keep the detail of the agent design and tooling for conversations under NDA.

Where People Stay in Control

• The Change Advisory Board makes every release decision. Agents prepare the evidence, never the approval.
• Engineers review any change outside the limits agreed for agents.
• Every change carries its test evidence and a rollback plan.
• Agents have their own identities and only the access their task needs.
• Agents treat ticket text as untrusted data, never as instructions.

The Results

• £7m a year added to EBITDA.
• Around 70% smaller IT organisation.
• 90+ roles released across development, IT and support.
• Every change reaches the CAB with test evidence and a written pack, prepared by agents.

Could This Work for You?

The method fits any IT team that supports its own applications and runs changes through a CAB. It does not replace your ITSM tool or your change process. Agentic IT Operations explains how we run it. It starts with a fixed-price diagnostic and a pilot on one process, measured against a metric agreed upfront.