Orasi Software Structures DevSecOps Engagements Around Four Connected Service Lines

Orasi Software describes its core focus as accelerating and securing software delivery through automation, a positioning it applies across tools and processes used throughout the software development lifecycle. Founded in 2002 and headquartered in Kennesaw, Georgia, the company organizes its work around four service lines: Strategy Services, Global Delivery Services, Managed Services, and Staffing. Orasi says it partners with outside technology providers to offer full lifecycle support and integration, positioning the four offerings as connected stages rather than standalone engagements.

How Orasi Frames Strategy Engagements

Orasi’s Strategy Services follow a stated sequence of five stages: Initiate, Current State assessment, Future State planning, Gap Identification, and Roadmap development. The assessment stage examines people, processes, technology, and culture within a client’s existing software delivery operation, and the company says this produces a prioritized list of issues before any roadmap work begins. Orasi frames the eventual goal as reduced cycle time, increased velocity, and maintained quality, achieved through continuous integration, continuous delivery, and continuous deployment practices.

The company states that major technology companies and banks and financial institutions have used this offering, citing testing of critical applications for compliance, security, and user experience among financial services clients. Structured current-state and future-state assessments of this kind are common entry points across large enterprise transformation programs, where they typically scope the follow-on execution work rather than stand alone as a finished deliverable. In an SAP-adjacent transformation, a comparable staged assessment would ordinarily precede decisions about which execution partner, staffing model, or ongoing support arrangement follows it.

Orasi’s own framing keeps the roadmap output distinct from execution. The strategy stage identifies gaps and sequences work; it does not, by Orasi’s description, include the delivery or staffing that would close those gaps. That separation matters for how a client reads the rest of Orasi’s service lineup, since Global Delivery, Staffing, and Managed Services appear designed to pick up where the roadmap stage ends.

Global Delivery, Staffing, and Managed Services

Orasi’s Global Delivery Services run on a three-tier model that combines in-house consultants, an on-shore team based in Greensboro, North Carolina, and offshore capabilities. In-house consultants act as the liaison to a customer’s leadership team and carry responsibility for project success, while the Greensboro-based team is positioned for its proximity to clients, cultural fit, and lower cost. The offshore tier follows defined quality standards intended to keep delivery on time without sacrificing quality. Orasi’s stated delivery process moves from requirements assessment through collaborative planning and into execution, with quality assurance applied throughout.

Staffing Services use a parallel geographic structure, covering onsite, nearshore, and offshore placement for project-based, short-term, and full-time roles. Orasi says it handles recruitment, onboarding, and payroll administration for these placements, and it distinguishes the tiers by purpose: onsite staffing draws on local recruiters for integration into a client’s office environment, nearshore staffing draws on talent pools in nearby countries with overlapping time zones, and offshore staffing widens the talent pool at competitive rates.

Managed Services round out the fourth service line, with Orasi describing the offering as a way for clients to focus on core business activities while the company manages IT infrastructure. Taken together with Global Delivery and Staffing, the arrangement gives a client the option to source strategy, execution, staffing, and ongoing operational support from a single provider. Post-implementation enterprise environments, including those built around S/4HANA or RISE with SAP, commonly rely on a comparable managed services and staff augmentation combination once internal project teams roll off and support needs shift from build to run.

What This Means for SAPinsiders

• One provider can span four engagement stages. Buyers evaluating vendors for strategy, delivery, staffing, and managed services may be able to consolidate what would otherwise be four separate contracts into a single relationship. That consolidation can simplify handoff points between phases and reduce the number of vendor relationships a program office has to track.
• Tiered geography sets cost and coverage tradeoffs. Operations leaders weighing the in-house, on-shore, and offshore mix described across both Global Delivery and Staffing should map those tiers against their own time-zone coverage needs and communication requirements before committing budget. The same tiering appears in both service lines, so a decision made for one can inform sourcing choices for the other.
• A formal assessment phase precedes execution. Governance and program teams should expect Orasi’s current-state-to-roadmap sequence to function as a defined scoping step, meaning staffing or managed services work likely will not begin until that roadmap stage is complete. Building that timeline into procurement planning can help avoid gaps between the strategy phase and execution start.