The Jewellery Group

The Challenge

Retail does not keep office hours. Zamels and Mazzucchelli's trade from 72 stores in major shopping centres in every state, seven days a week, with late-night trading and a Perth close that lands well after Adelaide has gone home. When a register stops taking payment or a store loses its link, that store stops trading. There is no "we'll look at it Monday."

Behind the shopfronts sits an Adelaide head office across two buildings, a mixed estate of on-premise and cloud servers, backups, Microsoft 365, identity and file services, storage, and switching and wireless. Layered on top are the systems the business actually trades on, an ERP and store point-of-sale, label and receipt printing, digital signage and endpoint protection, with close to twenty separate vendors behind them.

The group runs all of that with a small internal IT team. That team does not need someone to answer phones. It needs a partner with enough depth to take escalations, enough reach to cover the trading day nationally, and enough patience to chase a fault through half a dozen other people's support queues without dropping it.

It is a genuinely demanding brief, and it is exactly the shape of work InterIntra is built for.

The Solution

The group went to open tender for a national IT support partner, with an independent telecommunications consultancy running the evaluation on its behalf. InterIntra was appointed and took over the environment the following month.

The support model was designed around how the business actually trades, not around a standard agreement:

• Coverage that follows the trading day. Remote and on-site support operating seven days a week, spanning the eastern and western states rather than stopping at 5pm Adelaide time, with an emergency after-hours on-call path for high-severity store incidents.
• Depth behind the internal team, not instead of it. Scoped as level 2 and above alongside TJG's own people, covering operating systems, domain services, certificates, MFA, and diagnosis across the SD-WAN and store network, with level 1 held at the front for stores.
• Someone owns the ticket. With close to twenty vendors in the estate, the value is in a single party who raises, drives and closes the fault on the store's behalf, rather than a support model that ends at "that's the carrier's problem."
• Keep what already works. TJG already used a national field-services partner for on-site work outside South Australia. Rather than force a rip-and-replace, InterIntra kept that relationship intact and coordinates around it.
• Money behind the SLA. A financially backed service level model, where a breach of a contracted response time earns a credit against the monthly invoice. Response priorities were categorised jointly with TJG during onboarding, so severity reflects business impact rather than a generic matrix.
• Priced per endpoint, not per hour. A single per-endpoint rate across roughly 220 workstations and virtual servers, with unlimited business-hours support, so the group can budget the line without guessing at ticket volume.

Transition ran over a single month under a certified project manager: handover pulled from the outgoing provider, every credential tested, remote monitoring and management agents deployed across the estate, the previous provider's access revoked, and the full environment documented, network maps, site details, infrastructure and passwords, into InterIntra's documentation platform. TJG's own IT team was given a login to that platform on day one. The same documentation, the same passwords, visible to both sides. The service portal was rolled out to staff and integrated with the group's Microsoft 365 tenancy for single sign-on.

The Outcome

InterIntra has been the group's IT support partner ever since.

Day to day, that means monitoring, patching and reporting across the server estate, cloud workloads, Microsoft 365 and endpoints, backup verification, level 2 and 3 escalation for the internal team, and the store-level coordination that keeps a national retail footprint trading. Infrastructure is monitored continuously and alerts are triaged by business criticality rather than by alarm volume.

Reporting runs on a fixed rhythm: monthly asset, patch-compliance and endpoint-security reporting, and a quarterly business review covering ticket volumes, response and resolution performance against the SLA, licence and asset counts, and what is coming next. The group is also entitled to an annual technology review, a risk-based read of the environment across business continuity, cyber security, and collaboration and efficiency, which is what turns a support contract into a roadmap.

It is proof of a specific capability: an Adelaide-based team holding a national, seven-day retail environment together, across a dozen vendors and 72 shopfronts that have to open every morning.