AMDG Architects is committed to this principle and wanted a managed IT services with the same value. 

AMDG, an architectural design firm, understands that clients have nuanced needs and goals, and so each client receives a unique team assembled for each project. AMDG works based on what’s best for their customers – not their own preferences. With that focus, they hire a high number of architects and work with outside partners to fill many other roles. While their firm is known for skilled design specialists, AMDG still needs people to handle the IT side of their business.

Peter Baldwin, the President at AMDG, researched methods to meet the IT needs of his team – strategies around software licenses, hardware, and vendor management. When they were a small firm, he had two employees work with a consultant to manage technology.


We provided AMDG Architects with solutions by:

  • Monitoring workstations, servers, and network
  • Updating systems with the latest security protection
  • Consulting on infrastructure strategy
  • Training on new technology systems
  • Identifying new technology opportunities to make their business more competitive

As time went on, AMDG grew and so did their technology needs. It took more staff time to keep things running smoothly. His employees responsible for technology were architects who also spent time on client work, but much of their time was now spent fixing problems or putting out fires. Rather than taking a proactive approach, they worked in a reactive mode, which created inefficiencies and frustration.

There was a gap between the technology AMDG had and the systems to manage it.

Peter and his team started to look for a managed IT services provider.

They wanted a partner for the long term, so they searched for a company with a solid approach to client service, in addition to technical capability. As he spoke with our CEO and Solution Architect, he started to feel that maybe the Springthrough Managed Services team could understand his business.


We started with research to fully understand AMDG, so we were better positioned to develop a clear strategy. 

Their priorities included: 

  1. Minimal technology disruptions in their work. 
  2. Limit the amount of staff time (and lost opportunity costs) spent fixing IT issues. 
  3. Develop a long-term plan to support the growing business. 


With a strategy in place, we could start discussing how to implement the goals of AMDG.



We began to complete key business functions for AMDG. 

Stabilize IT and Minimize Disruption 
First and foremost, AMDG needed stability. Their IT infrastructure was created when they were much smaller, so we needed to address the gaps that disrupted their work. Maintaining that stability is a constant effort by our Managed Services team to proactively anticipate their needs. Peter believes technology shouldn’t be a disruption; it should be a seamless tool to advance the work of people. The less you notice it, the better. 

Ease the Workload on Internal Staff
With fewer technology problems, the staff spent less time on IT and more time on their architectural work. Peter saw a direct return on the IT investment. The team members responsible for IT management now spend more time on client work. Today, if someone has a technology issue, they call us – not their teammates. 

A Partner for the Long Term 
Peter and his team spent a good deal of effort in finding the right partner, so they wanted that relationship to last. In the first year, we got to know their team and set up their systems for success. In the second year, we helped increase their time and decrease unexpected expenses. To keep on the right track, we have quarterly meetings with the AMDG team. They share new business initiatives, and we share new technology approaches. 


With a proactive approach, AMDG anticipates upcoming needs and makes informed decisions about how technology should work for them. They recently made significant investments in technology to enhance their interactive design approach.  


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