From Inherited IT Chaos to Board-Level Confidence for P.D. Hook Hatcheries

The Challenge: An Unreliable Network Plagued by a “Break-Fix” Mentality

When P.D. Hook took over, they inherited more than just a business; they inherited an IT infrastructure held together by a “we’ve always done it this way” mindset. The real-world impact was severe: outdated systems, a poor choice of hardware, and no clear strategic direction.

Without dedicated technical resources, the IT environment was unreliable and disorganised. The team was trapped in a constant cycle of “fire-fighting”—a reactive state that prevented any proactive, strategic improvements. For the company’s directors, the IT department was seen not as a business enabler, but as a source of unreliability and problems.

The Solution: Building a True Partnership Through Open Collaboration and Proven Expertise

The relationship with CIS began as an inherited contract, but it quickly evolved into a true strategic partnership. Through a series of “open and frank discussions” between the P.D. Hook and CIS leadership, a foundation of trust was built. This collaborative approach allowed for the implementation of significant, positive changes to the network.

The focus was twofold:

1. Strategic Overhaul for Maximum Uptime: CIS provided the critical consultancy needed to redesign the network for high availability. By implementing brilliant new systems and software, they met the directors’ core requirement: a network that is available year-round with minimal outages.
2. Crisis-Tested Security and Incident Response: The partnership was put to the ultimate test when the business was targeted in a cyber attack. The CIS team was there “every step of the way,” demonstrating an impressive level of commitment and working tirelessly to get the business back up and running. This real-world crisis response proved the value of having a dedicated, expert partner on hand.

The Result: Restored Faith and a Newfound Strategic Asset

The transformation for P.D. Hook has been profound. The single biggest change is the shift in perception at the highest level of the business.

As IT Manager Alex Vaughan states, the result is a complete reversal of the previous situation:

“Our Directors have more faith in our IT systems and capabilities and are much happier with this area of the business that once was classed as unreliable and problematic is now looked at as a needed resource which is in capable hands, with good decisions made and backed up with the correct reason.“

By moving from a state of reactive chaos to proactive control, P.D.