The simultaneous creation of enterprise service ventures by the sector's two largest companies points to a bottleneck capital alone doesn't solve: a shortage of people able to deploy.
The difficulty is rarely technical. It's an undocumented process, an exception only a long-serving employee knows, a legacy system that doesn't expose the necessary data, and a team that has to keep working during the change.
That combination requires a specific profile, mixing understanding of the client's business, knowledge of what the tool actually does, and patience for fieldwork. It's a scarce profile and hard to train quickly.
That's why the market began competing for forward-deployed engineers, and why the manufacturers preferred structuring this as a separate venture, with its own hiring and culture.
For technology service providers with small teams, that describes a non-obvious competitive advantage: proximity to the client and knowledge of their process are worth more, at this moment, than privileged model access.