About Us

Welcome to our journey at Dennis Tam Group, where our roots trace back to the early 2000s with Sevenspace Inc., a pioneering remote IT multi-platform managed services firm in Virginia, United States. We were based in London, United Kingdom, and began as a proud member of Sevenspace’s Tier 3 Engineering Team, a position that laid the foundation for our expertise in managing complex IT infrastructures. We assisted companies in the United Kingdom and then the United States to remotely manage their mission critical IT systems, infrastructures and heterogeneous networks in ensuring they were working smoothly and efficiently. The result was enhanced IT environments for all managed operations customers, allowing their IT staff to focus on their business while having peace of mind about their IT services. We were frequently contacted to provide expert advice to their technical and consultation teams on IT operations or consulting initiatives. One example is that we were invited to Philadelphia, United States as Accenture consulting staff for their client Comcast because they sought our IT expertise and experience in a robust Content Delivery Network (CDN) architecture we planned & constructed in Virginia for another client International Management Group (IMG), which was successfully used to deliver optimal performance for their high-profile sports events.

In 2005, Sevenspace was acquired by Sun Microsystems, but this transition only strengthened our commitment and capabilities. Despite the changes, our team retained its proficiency in remotely monitoring and managing Sun Microsystems’ customers. By 2007, we had evolved further, taking the lead in a team of 40 Tier 3 engineers from our European awarded consulting partner. This marked a significant expansion of our responsibilities, encompassing the entire IT stack, including applications, software, systems, and network infrastructure, for managing all Sun Microsystems’ remote managed operations customers in the UK and Europe, with the exception of France and Spain, which were handled by another Tier 3 partner team in Spain. Because our Tier 3 team had a broad range of technologies to support for the bulk of European customers, they occassionally served as an escalation point for the Tier 3 Spanish team in the event of any gaps in technology coverage for their customers. We also helped in tracking operational costs, developed cost trend analyses for both European Tier 3 partners, conducted audits on time spent on the customer support tickets, and generated monthly reports for the Tier 3 European cost review. We trained our Tier 3 team on tools and conducted train-the-trainer sessions with our Tier 3 team and another Tier 2 partner team in the UK. We upped the bar in the train-the-trainer session by aiding Tier 2 teams in taking actions to move to Tier 3 teams. We started a quarterly business review (QBR) to interact with our partner more closely on a business level. We used the QBR to assess commercial value and maintained overall delivery quality control to assure ROI for Sun Microsystems’ stated objective.

At the core of our operations is a meticulous pre-sales engagement process. Solution Support Consultants internally consult us during the customer’s pre-sales stage, providing insights into the customer’s needs and expectations. We scrutinize details such as the number of applications, systems, devices, and required technologies in the pre-sales agreement. Then we check with our team to determine whether they have the necessary skills and competencies to cover them. Our objective is to seamlessly support our customers by assigning proper resources, ensuring any potential gaps are identified and addressed before going live.

To guarantee operational readiness, we conduct internal technical team reviews, addressing skill-set requirements and providing necessary training when new technologies or IT environments are introduced. Following the customer’s go-live, we maintain regular contact with individual engineers and hold weekly Tier 3 operation team meetings, ensuring that our Sun Microsystems customers receive impeccable service.

Collaboration is key, and our Team Leads play a vital role in facilitating communication and ensuring engineers stay informed about new standards or transactions. In cases where adjustments are needed, whether in reorganization or support matrices, we approach it with a commitment to maintain operational efficiency.

Our Tier 3 engineers are the backbone of our operations, managing incidents, problems, modifications, challenges, and tasks on all technologies for our customers. They work throughout office hours but are available for escalation at any time, 365 days a year. They are the pinnacle of competence, stepping in for the most urgent and complex projects after Tier 1 and Tier 2 engineers have exhausted their options. Certain non-standard problems and bug fixes particularly for the tools or support platform will occasionally need to be escalated to back-end solution teams so that they can work together to find appropriate solutions.

The journey continued when Oracle acquired Sun Microsystems in 2010. The Tier 3 technology engineering teams persevered, solidifying each engineer as an unparalleled expert in their responsible technologies. This commitment ensures that every customer’s mission-critical IT infrastructure entrusted to us receives the highest uptime, best solutions, and optimal performance. As always, we have been asked to help other teams to achieve the best results. When more tools, solutions, and support platform features were developed to support more complex environments, such as new Oracle Engineered Systems, we began to develop new ways to align customer delivery personnel, including all global Tier 3 teams and IT Service Managers, for continuous service improvement in order to maintain the highest level of service. Nothing changes if nothing changes. So we established an in-house community by deploying a business transformation document repository with data analysis on the internal Oracle Document Cloud Portal, functioned as an adviser to other teams. We spoke with software engineers working in silos to help them feel relieved in the larger community, such as various product development teams across 30+ Oracle departments, in continuing bigger integration and cross functional efforts using a collaborative lifecycle structure we devised and promoted. We have been asked further to assist Oracle clients with their service implementations. Therefore, we serve as an Implementation Manager to develop plans and schedules, and drive through milestones and complete implementation projects for Oracle clients who require Advanced Customer Services.

Throughout our journey from IMG to Sevenspace to Sun Microsystems to Oracle, we have had the privilege of working with many talented and incredible individuals. We are truly grateful for the opportunity to collaborate with such amazing people and want to express our heartfelt thanks to all of them.

At Dennis Tam Group, we take pride in being a cornerstone of Oracle Advanced Customer Services, providing consulting service and engineering resources that define excellence in service offerings. Join us on this journey, where expertise meets commitment, and challenges transform into opportunities for success. We assist business owners and employees to adopt Oracle by utilizing Oracle products and services to ensure that their IT systems remain at peak performance while also working efficiently.

Partner Hierarchy

Partner entries will be identical to those found in the Customer hierarchy, which contains customers and prospects. In many circumstances, a Partner can also be a Customer/Prospect, or both.

For example, if a Partner record is to be created for one of the entities of “Debby and Dennis Corporation” that already exists as a Customer record, the potential duplicates screen will appear, allowing you to choose between selecting the current record and creating a new Partner record. When an existing (Customer) record is selected, it is also made available for Partner Management.