In this report, we’ll discuss:
- How NG Bailey’s heritage shapes its approach to technology partnerships.
- Why their renewed focus on network services has strengthened their alignment with Gamma.
- How Webex for Gamma supports NG Bailey’s customers across education, defence and critical national infrastructure.
- The behaviours that define this partnership.
- Where both organisations plan to take the relationship next.
NG Bailey IT Services sits within a family‑owned group that has operated for more than a century. As Kelly Tedesco, Managing Director of NG Bailey IT Services, explained, NG Bailey ‘has been around for over one hundred years… and it’s completely family owned.’ That kind of structure has hard‑wired long‑term decision making right into the company’s culture.
Kelly sat down with Will Morey, Managing Director of Gamma Business, to discuss how the relationship between NG Bailey and Gamma has evolved over the years. NG Bailey’s business model is ‘very different’ compared to other Gamma partners. It’s what makes both the relationship, and this conversation, different ‘to what [Gamma] usually [has].’
A century‑old business built for longevity
The way the business has evolved showcases long-term stability. NG Bailey’s routes in mechanical and electrical engineering soon led to capabilities within national critical infrastructure, defence, and built environment services. Amongst these changes also includes, for more than thirty years, a specialist telecoms and network services division.
Kelly described how this breadth brings NG Bailey into customer conversations much earlier than most technology partners. These conversations often take place before buildings are operational. Soon, there’s an understanding over ‘how the customer is going to be using the building… to get the most out of it.’
This long-term, integrated view of customer needs is a major reason why the partnership with Gamma works so naturally.
Shared values and selective alignment
NG Bailey is intentionally selective about the organisations it partners with. Kelly noted that they ‘choose [their] partners very carefully’, with an extra focus on cultural alignment. Specifically, it’s around how a partner treats customers and shows up in difficult moments.
She described the model as ‘solution‑led and partnership‑led… in it together.’ It emphasises how NG Bailey’s relationships only work when both sides understand customer needs and build solutions jointly.
This echoes how Will framed the discussion. He highlighted how unusual NG Bailey’s breadth is in the sector, and how that gives them a differentiated understanding of customer requirements. It’s the foundation that makes for a rich, meaningful partnership.
Customer longevity reinforces this. Many NG Bailey customers, particularly in defence and manufacturing, have been with the business for 10-20 years. Kelly explained that customers consider NG Bailey ‘their SME.’ These customers frequently involve them in strategic planning, turning to them for guidance on both technology and business direction.
That type of relationship matches Gamma’s own channel DNA. A greater focus on long-term partnerships, shared goals and consistent service.
The growth in network services
The last 6-12 months have marked a significant acceleration in the Gamma/NG Bailey relationship. Kelly explained that their previous engagement with Gamma was ‘quite transactional.’ But, as NG Bailey reorganised IT Services around three core pillars, including network services, a much deeper alignment formed.
With new sales teams, operational structures and dedicated network services resources, both organisations now ‘understand the direction of travel.’ Both organisations have then been able to formulate a plan together.
This renewed focus was driven by external shifts too. The transition from copper to fibre, modernisation within defence, and government‑led digitalisation has given greater impetus on how to develop network services.
NG Bailey’s analysis identified national infrastructure upgrades, UCaaS networks and cloud communications as central to its customers’ future requirements. From that analysis came the decision to work more closely with the likes of Gamma and their Cisco-based products.
Bringing Webex for Gamma into the roadmap
Webex for Gamma aligns closely with the realities NG Bailey sees across its customer base. They’re complex organisations, rarely early adopters, but ready to modernise when the risk is low and the roadmap is credible.
Kelly described how many customers believe they want the newest technology until NG Bailey uncovers the underlying need. Consistently, they choose proven products, backed by trusted brands. Customers ‘want the latest technology, but they want it with partners and products that are stable and have been around for a long time.’
It’s something Gamma can deliver.
The education sector provides a perfect illustration for this. Licensing surges during clearing mean customers need short‑term scale without long‑term cost. As Kelly describes, ‘that flexibility is really important,’ reinforcing the value of Webex’s adaptable model and clean scaling options.
When discussing AI in Webex, Will highlighted the importance of making AI feel ‘practical… and pragmatic.’ During an interaction, it must ‘turn up in a human way’, such as through call‑transfer transcripts that avoid customers repeating themselves, or fifteen‑language simultaneous translation for distributed teams.
These low‑friction, business‑real features resonate far more than conceptual discussions about AI strategy. Customers need clarity, not complexity.
What makes Webex for Gamma stand out as a leading platform is how it’s actively moving partners forward. The depth, innovation and continue R&D development from Cisco fuels a platform that sits on top of a truth-led relationship. That kind of combination has allowed NG Bailey to explore new opportunities and attract new customers.
High challenge, high support
Both Kelly and Will repeatedly emphasised how Gamma and NG Bailey operate as a single unit. Kelly described how she sees ‘high support, high challenge’ from the account team. There’s no fear in calling out shortcomings and are keen in collaborating in finding a solution.
That balance, she said, has created ‘one team coming together… working out how do we grow together.’
This mindset is exactly what Gamma seeks to embed across its partner ecosystem. There needs to be open feedback, shared accountability and joint ownership of commercial outcomes.
Kelly noted that Gamma’s honest feedback has directly helped her improve internal processes. Meanwhile, NG Bailey’s candid input helps Gamma refine its delivery. It reflects the behavioural principles in what guides Gamma’s role as a partner – listening, responding, adapting and acting with transparency.
Delivery excellence as a differentiator
NG Bailey’s post‑sale service mirrors Gamma’s own principle of carrying operational responsibility. Kelly describes how the ‘post‑sale is what solidifies our relationship with our customers… we never walk away.’ It’s something that ‘sets them apart’ from competitors.’
Even when unexpected issues arise, or projects evolve mid‑delivery, NG Bailey ‘will re‑solution it’ rather than leaving customers to manage gaps alone. Customers, as Will says, are buying more than a product; they’re buying ‘a set of business outcomes.’
Both organisations focus less on the initial sale, and more on long-term customer outcomes. Success lies in creating stability, establishing continuity, and enabling future-proof planning.
What the future holds
Looking ahead, the partnership is entering a more intentional phase. NG Bailey and Gamma will focus on verticals, such as education and manufacturing, where they have already achieved proven success.
There are other organisations who are ‘better in those markets’ which sit outside NG Bailey’s specialities. There’s no need to spread resources across non‑strategic markets.
Kelly explained that both teams are going to spend more time ‘marketing ourselves together.’ They’ll capitalise on proven use cases, jointly investing in campaigns, events and co‑developed strategies to maintain success.
Both Gold Partner and Technical Alliance Partner status has strengthened internal advocacy for the Gamma relationship across the wider NG Bailey group. Achieving both accreditations has allowed the NG Bailey group to understand ‘the power of the partnership.’
Advice from a century‑old organisation
Kelly closed with a point that feels like the foundation of every successful long‑term partner relationship. ‘Take the time to listen to each other and understand each other’s needs.’
Both sides of the partnership need to accept that things don’t always go right first time. In the end, it all ‘goes back to communication, actively listening to each other and taking the time to build the relationship.’
Kelly’s philosophy mirrors Gamma’s own ‘Good Together’ narrative. Growth is powered by clarity and empathy. When there’s shared ambition, organisation can ‘[move] onwards and upwards.’
Quick Answers: Trust, Ambition, Value: In Conversation with NG Bailey
What makes the NG Bailey and Gamma partnership different from typical technology partnerships?
NG Bailey and Gamma operate a solution-led, partnership-led model, where both organisations work together to understand customer needs and co-develop outcomes. This approach is built on long-term alignment, shared accountability, and joint ownership of results.
How has the NG Bailey and Gamma relationship evolved over the years?
The partnership has shifted from a transactional engagement to a strategic collaboration, driven by NG Bailey’s increased focus on network services, new operational structures, and shared planning around future customer needs.
Why does Webex for Gamma align with NG Bailey’s customers?
Webex for Gamma meets the needs of complex organisations by offering proven, stable technology with flexible scaling, particularly in sectors like education where demand fluctuates and cost control is critical.
What is the key advice for building long-term technology partnerships?
Successful partnerships depend on clear communication, active listening, and mutual understanding, with both parties committed to continuous improvement and shared growth.
