about us
New Digital Technologies Ltd. (DigIT Ltd.) is an engineering-led IT company based in Pavlodar, Kazakhstan. We write custom software, connect 1C, ERP, portals and production systems to each other, build server infrastructure, supply licenses from 49 vendors and support all of it under an SLA. Our clients are in manufacturing, energy, finance and the public sector across Kazakhstan and Russia.
who we are
Draw a large company IT landscape as a diagram and almost every box on it will look healthy: the ERP books transactions, the portal loads, the antivirus updates. Failures live in the lines between the boxes. A 1C:ERP to shop-floor MES exchange that quietly drops orders. User accounts created by hand in five systems when sign-in could have been tied to Active Directory long ago. A license someone remembers a week before the subscription ends. Three contractors, each honestly responsible for their own piece and nothing else. Those handoffs are our job: we put related work into one plan, assign one project manager and write into the contract, before kickoff, who owns every line on the diagram.
We registered the company in Pavlodar in October 2022, but the engineers behind it are seasoned. Our key specialists have spent more than ten years in enterprise IT for metals, energy, oil refining, banking and government, many of them inside the in-house IT teams of those companies. We know first-hand what it means to change things only during a planned maintenance window, to clear every step with the security team, or to answer a forty-page tender specification. See how that plays out in the case studies for Aluminium of Kazakhstan, Pavlodar Petrochemical Plant and Pavlodarenergo.
We work across Kazakhstan and with clients in Russia, delivering both projects and support remotely. That is a deliberate choice: the client does not pay for travel, an engineer starts work without travelling, and the work stays on record in the ticket log where it can be checked. When a site needs hands, say to swap a server disk, the client IT team does it following our instructions with an engineer on the line.
A specialty of ours is moving off software that can no longer be renewed or that a client has decided to leave. We moved a design bureau from AutoCAD to nanoCAD, testing an agreed sample of archived drawings and adapting its LISP script library. A holding company moved its meetings from Microsoft Teams to its own TrueConf server without cancelling a single one. The order never changes: a pilot on real data, a rollback plan agreed in advance, and only then the switch.
50+
completed engagements (deliveries, implementations, support)
30+
organizations in active cooperation
49
vendors in our licensed-software catalog
10+
years of experience among our key specialists
Aggregated activity since 2022, including license deliveries, implementations, support engagements, and custom development projects.
commitments
Scope, timeline, acceptance and payment terms are fixed in the contract before the first billable hour. Pricing is either fixed per stage or hourly with a budget cap we never exceed without your written approval. No surprises on the invoice.
Acceptance criteria for each stage are agreed upfront, and the result is handed over with a signed acceptance certificate. If the scope changes midway, we sign a contract amendment: six months on, people remember verbal agreements differently, signed ones the same way.
For custom development we hand over the source code, documentation and access, and the contract sets out ownership of the code and the terms for third-party components. Another team can take over support without starting from scratch. We would rather clients stay with us because they choose to.
Architecture, settings and non-standard decisions are documented as the work goes, not at handover. Where possible, support is done by the engineers who implemented the system, so nobody starts from scratch.
The contract lists the systems, support hours, response and restoration times. Every month we send a report: how many tickets came in, where we missed the SLA and why. We go through misses openly and propose how to prevent them.
We sign an NDA before you share a single internal document. The estimate lists the assumptions behind it. If the scope can only be guessed without a technical assessment, we say so and suggest starting with one.
industries
Every industry plays by its own rules. A power plant allows changes only in agreed windows, a bank answers to its regulator, and a local government office has legal deadlines for citizen requests. We pin these constraints down before planning, not at acceptance.
SLA support for 450 workstations at an energy company and protection of a power plant corporate network, rolled out in three waves without touching plant operations.
View case studyCorporate portal modules for an alumina producer, 1C:ERP and MES data exchange, and moving a design bureau to nanoCAD.
View case studyMicrosoft and Kaspersky licenses for a refinery: a complete tender document pack, subscription reviews and a three-year software budget.
View case studyPrivileged access management at a bank, a SIEM for the client's 24/7 monitoring team and highly available infrastructure for a payment service.
View case studyA document management upgrade: a citizen request reaches the assignee 15 minutes after registration with no re-keying, and managers see the deadlines for every request.
View case studyAn electronic queue for a regional hospital and support for a network of medical centres with an average first response of 12 minutes.
View case studyvendors
We are not tied to a single manufacturer and choose the product for the task and the client budget. Staff certifications and partner status confirmations are attached to tender documentation or a commercial proposal on request.
leadership
Alexey A. Titkov founded New Digital Technologies Ltd. in October 2022 and has been its sole owner and director from day one. He personally looks after key clients, stays involved in major projects, and answers for the company keeping every promise in the contract. For him the company is a way to test in practice what he has taught students for years: technology makes sense when you can see how it pays off.
By training and by habit of mind he is an economist. He holds a Candidate of Economic Sciences degree (broadly comparable to a PhD in Economics, awarded by the Ministry of Education and Science of the Republic of Kazakhstan in 2006) and the academic title of Associate Professor of Economics (2009). For about twenty years he has researched and taught business economics and corporate finance while staying close to practice: he works with industrial companies and sees how technology decisions later show up in their budgets and financial statements.
Today he chairs the Department of Economics at Toraighyrov University (formerly S. Toraighyrov Pavlodar State University, one of the oldest universities in Northern Kazakhstan). Hundreds of specialists have come through his department and now work in IT companies, banks and industrial enterprises across Kazakhstan, Russia, the United States and Europe. He has authored and co-authored teaching materials on business economics and corporate finance and serves on the editorial board of the university research journal (economics series).
That economic way of thinking runs through the whole company. He expects the team to put numbers behind technical decisions: every proposal shows not only the implementation price but also the cost of ownership for several years ahead, the expenses the system will cut and the risks it will remove. When we reworked the licensing scheme for an oil refinery, a comparable set of subscriptions became 18% cheaper for the client. A number like that convinces a CFO better than any slide deck.
The department and the company work in tandem, and both sides gain from it. Students of relevant programmes do their practical training with us, and the most motivated join live projects under the supervision of staff engineers, seeing what engineering looks like outside the textbook. The company gets a fresh look at familiar problems and a chance to see future colleagues at work long before they graduate. Several of our engineers joined exactly that way, straight from a student placement.
A good IT system is like a good business plan. The client understands what they are investing in, what they get in return and how to check the result. If that does not fit on one page, the project is not ready to start.
team
At the first meeting you meet the project manager and the engineers who will actually do the work, and each area gets a named contact from day one, so a question reaches the right person with the first email.
company details