Outcomes & business case
Measured on a live fleet. Modelled for yours.
Two results from one customer estate in production, and a one-year business case with every input shown. We never mix the two.
Measured
At one Fortune 100 manufacturer, in production
Modelled
Per 10,000 employees, one year. Change the inputs
One live fleet, measured rather than projected.
~200K
Endpoints on one engine, one library
150+
Automations live in production
17%
Fixed by Autoheal on the device, with nobody involved
35%
Overall ticket avoidance across Autoheal, Self‑service and Assisted IT
Measured at a single customer estate, not projected. Customer: a Fortune 100 manufacturer, deployed and run through a systems integrator, so the customer is not named.
Two percentages, measuring two different things.
17% is the share Autoheal resolved with nobody involved: no ticket, no contact, no employee time lost. 35% adds the contacts closed at first touch, by the employee through Self‑service or by an agent running one validated fix instead of working a runbook.
Deflection earned by resolving the problem lasts. Deflection earned by making it harder to ask is a queue moved somewhere else.
One year, for a fleet your size.
Every input is shown, so you can swap in your own.
Illustrative model, not a measured result. Every figure here is a modelled output or an assumption. Change any input; both totals and the ratio update as you type.
Service-desk cost avoided, per year
$1.05M
employees × tickets × 12 × cost per ticket × share avoided
Employee productivity recovered, per year
$8.58M
employees × time returned per week × working weeks × loaded cost
Productivity recovered is 8.2× the service-desk saving.
Change any input above and both bars follow.
To the service desk, a broken VPN profile is one contact. To the business, it is the hour lost before anyone called, the interruption after, and the same fault sitting silent on thousands of other machines.
The experience score matters commercially for the same reason. It is patented (US 9,477,573) and versioned independently of any release, so a gain means the same in the third quarter as in the first, and can be priced rather than argued over.
Model it for your fleet.
Bring your headcount, ticket volume and cost per contact.