Since the Highmetric brand goes with the Gryphon acquisition, the remaining company has rebranded as MajorKey Technologies. Acacia will continue to build MajorKey as a market leader amongst its investments in technology product and services companies delivering cloud-enabled digital transformation for commercial and government clients.

Acacia first acquired The Column Group in May 2019 and completed two bolt-on acquisitions before unifying the company under the Highmetric brand earlier this year. Over that time, the company’s ServiceNow division continued to grow rapidly— consolidating its position as one of the world’s leading ServiceNow Elite Partners. In March, Highmetric was recognized by ServiceNow as the 2021 Americas Customer Workflow Partner of the Year.

“As a result of Highmetric’s exceptional reputation, we received several unsolicited approaches to acquire its ServiceNow practice,” said Acacia Group partner Craig Dawson. “Gryphon demonstrated that they have both the vision and resources to build a truly global ServiceNow business. We wish them every success in their new endeavour.”

Operating as MajorKey Technologies, the remaining business brings together over 420 technical, sales and delivery specialists focused on helping public and private sector clients unlock the benefits of cloud-enabled digital transformation. Their solutions architecture, software development and managed services expertise encompasses a range of capabilities, including Enterprise Service Management, Cloud Operations, Identity and Access Management, and DevSecOps.

The Acacia Group is working with the MajorKey management team on ambitious plans to grow the company’s existing core practices as well as investing in new technologies and capabilities.

The company’s ultimate mission is to enable clients to respond to the needs of their customers as one cohesive, agile unit across their entire enterprise, aligning people with process, and process with technology.

MajorKey is one of Acacia’s focused investments in companies developing and delivering products, professional and managed services to enterprise clients and government agencies, with an emphasis on cloud-enabled digital transformation. Acacia’s other investments include Applied Insight and ID Technologies, both focused on the US federal technology sector and recognised for their award-winning cloud and endpoint security product innovations. Together, these Acacia-backed companies are enabling thousands of government and commercial users to collaborate securely in delivering high quality services to their customers and the nation.

Jefferies LLC acted as the exclusive financial advisor, and Miles and Stockbridge PC served as legal counsel to Highmetric on this transaction.

The Competitive Pressure on CSPs

Communication Service Providers operate in an increasingly hostile competitive landscape. Application and internet technology companies, many of which have operated with agile and DevOps principles for years, have raised the bar for speed, reliability, and continuous delivery. CSPs that rely on legacy infrastructure and waterfall-style project organisations risk falling further behind.

The solution is not simply to buy new tools. What is needed is a genuine change in mindset—one that prioritises collaboration, transparency, and iterative delivery over departmental silos and rigid project gates. Introducing a DevOps culture is one of the most direct routes to achieving this, and CSPs have a great deal to learn from the internet-native companies that have mastered it.

Why CSPs Are Effectively Becoming Software Developers

The transition to all-IP networks, cloud infrastructure, software-defined networking (SDN), and network functions virtualisation (NFV) means that CSPs are no longer just network operators—they are software developers. This shift carries significant implications:

• Cost structures change. Traditional organisational models built around separate design, development, testing, launch, operations, and maintenance departments are expensive and slow.
• Silos prevent collaboration. Neatly delimited departmental boundaries actively discourage the cross-functional sharing of knowledge and responsibility that modern service delivery demands.
• Dedicated labs become a liability. Setting up and maintaining isolated test environments is costly. Cloud-based, on-demand infrastructure offers a more flexible alternative.

In the future CSP organisation, the boundaries between development, testing, and operations will blur. Developers will share responsibility for the operational health of the services they build, mirroring the ownership culture that DevOps promotes. Roles will become more fluid, and speed of delivery will be a shared goal across the entire production chain.

What DevOps Actually Means in This Context

DevOps is a portmanteau of software DEVelopment and IT OPerationS. It emerged as a response to agile methodologies and takes a holistic view of how software is built, tested, deployed, and maintained. Key characteristics include:

• Continuous integration and delivery (CI/CD) — code is integrated, tested, and deployed in small, frequent increments rather than large infrequent releases.
• Shared responsibility — development and operations teams are jointly accountable for system reliability and performance.
• Continuous feedback — monitoring, logging, and analytics feed back into the development cycle in near real time.
• Cultural change — DevOps is as much about how teams think and communicate as it is about any specific toolchain.

For a CSP, this translates into faster service launches, more reliable networks, and an organisation that can respond to market demands rather than simply react to them after the fact.

Where to Start: Test Automation as a Practical Entry Point

Full organisational transformation does not happen overnight. A pragmatic starting point for CSPs is test automation. The testing function sits at the intersection of development and operations, which makes it an ideal place to introduce DevOps principles and demonstrate tangible value quickly.

Ideally, CSPs would deploy a test orchestration platform that maps their lab topology—physical nodes, virtual network functions (VNFs), testing equipment, connections, and testers—into a single managed environment. From that foundation, three key practices drive the most value.

1. Automate Everything You Can

Manual steps in a test pipeline introduce human error and idle waiting time. The first priority should be to eliminate unnecessary manual intervention, starting with environment provisioning and teardown.

Tests are often intrusive and can leave an environment in an inconsistent or unusable state. Automating full environment reinstallation ensures that each test run starts from a known-good baseline. According to the original analysis, automating installation in reasonably complex laboratory deployments reduced setup time from approximately one week to around five hours—a dramatic reduction in cycle time.

Importantly, the automation scripts developed for lab environments can often be adapted for live customer deployments, delivering consistency and reliability benefits beyond the test organisation itself. This is particularly valuable in cloud environments where the software-defined infrastructure layer must itself be provisioned programmatically.

2. Centralise Logging to Free Teams for Higher-Value Work

Capturing and centralising the logs generated by each test step is a foundational practice. When all test artefacts are stored in a central log server, several benefits follow:

• Test teams no longer need to perform log analysis on-site immediately after a run.
• Distributed teams in different locations can access the same data simultaneously.
• Every test execution produces a complete, automatic audit trail that aids diagnosis and optimisation.
• In cloud test environments, volatile infrastructure is less of a risk because data is preserved externally.

The net effect is that engineers spend less time on repetitive log-gathering tasks and more time on meaningful work: validating outcomes, identifying patterns, and improving test coverage. This shift in focus is a direct expression of the DevOps principle of continuous improvement.

3. Understand Your Strengths and Limitations Through Data

Once centralised logging is in place, the accumulated data enables a more sophisticated layer of analysis. Algorithmic log analysis—and eventually machine-learning-driven root cause analysis—becomes possible. This provides CSPs with actionable insight into:

• Common failure points across test runs
• Resource utilisation patterns for individual test channels
• Time consumption per test stage
• The intrusiveness level of specific tests relative to available infrastructure

With this understanding, test facilities can be scheduled and optimised on a 24/7 basis rather than operating on a best-effort, manual schedule. The organisation gains a clear, data-driven picture of its actual testing capacity and where bottlenecks lie.

The Business Case: Faster Innovation and Better Time-to-Market

The cumulative impact of automating test environments, centralising logs, and using data to optimise operations is significant:

• Earlier testing in the development cycle. Testing can begin at the minimum viable product (MVP) stage rather than waiting until a feature is fully built, catching defects when they are cheapest to fix.
• More frequent, smaller releases. Rather than infrequent large upgrades, CSPs can ship incremental improvements continuously—a model more consistent with how digital-native competitors already operate.
• Faster response to market changes. Shorter release cycles mean the organisation can respond to competitive threats or customer demand shifts in weeks rather than months.
• Increased productivity. Automation frees engineers from repetitive tasks, and shared tooling and logging foster collaboration across previously siloed teams.

New releases of existing services might reuse 95% of the prior codebase, with only minor targeted upgrades—but if those releases happen frequently and reliably, the cumulative effect on customer experience and competitive positioning is substantial.

Scaling the Transformation Beyond the Test Team

Test automation is a starting point, not an end goal. Once a DevOps culture takes hold in the testing function, the teams that built and refined those practices are well-placed to act as internal coaches—helping other departments understand and adopt automation, CI/CD pipelines, and collaborative working practices.

This inside-out approach to transformation has practical advantages. It builds internal credibility through demonstrated results before asking the wider organisation to change. It also generates reusable tooling, documentation, and institutional knowledge that can be transferred across teams.

For CSPs, the journey toward becoming a truly digital, software-driven service provider is long. But it is navigable—and it starts with concrete, measurable steps in the places where development and operations already intersect.

Key Takeaways

• CSPs face existential competitive pressure from agile internet-native companies and must accelerate their own pace of innovation.
• Adopting a DevOps culture—centred on collaboration, shared responsibility, and continuous delivery—is one of the most effective responses available.
• Test automation is a practical, high-ROI entry point for introducing DevOps principles without requiring organisation-wide change on day one.
• Centralised logging, full environment automation, and data-driven analysis are the three foundational practices that deliver the fastest returns.
• The test team, once transformed, can serve as an internal centre of excellence that spreads DevOps practices across the broader organisation.