Am I "The father of SaaS"?

In 1999, while working at Harrison Willis, I was part of something that would later become known as Software as a Service (SaaS). Looking back, I sometimes wonder if I witnessed - or helped create - one of the earliest comprehensive SaaS solutions.

The Challenge

We needed to modernize our IT infrastructure across multiple offices with a 300-seat global system. Rather than follow traditional procurement processes, I decided to try something different.

I invited three IT suppliers to tender, but with a twist: they would all present in the same room, seeing each other's proposals and having the opportunity to respond and adapt.

The Players

The three suppliers each brought different strengths:

• Peter Orme from Data Supplies - Hardware and infrastructure expertise
• Kevin from Computacentre - Systems integration and support
• Eamus Halpin from Integration - Innovative software solutions

Working closely with Integration's CTO Simon Papworth, we began exploring a radically different approach to delivering IT services.

The Breakthrough Moment

During the presentations, Eamus Halpin stood up and delivered what I now recognize as one of the first true SaaS pitches:

"We'll provide it all from a data-centre... for fifty-four Great British Pounds per user per month"

This wasn't just hosting or remote access - this was a complete, integrated solution delivered as a service.

The Complete Solution

What made this groundbreaking was the comprehensiveness of what was included in that monthly fee:

• NTAS (network and infrastructure)
• Citrix Server for remote access
• Custom recruitment application
• Microsoft Office suite
• Custom Intranet solution
• Complete support and maintenance

Everything our global workforce needed, delivered from a central data center, for a predictable monthly cost per user.

Why This Was Revolutionary

In 1999, this approach was radical. Most companies were still buying servers, installing software locally, managing their own IT infrastructure, and dealing with all the complexity that entailed.

We were proposing to:

• Eliminate capital expenditure on IT infrastructure
• Move to a predictable operational expense model
• Centralize management and updates
• Provide global access to all applications
• Include support and maintenance in the service

This was essentially the SaaS model, years before the term became common.

The Collaboration Factor

What made this work wasn't just one person's vision, but the collaboration between multiple players. Each supplier brought different expertise, and the competitive-yet-collaborative environment pushed everyone to think beyond traditional boundaries.

Simon Papworth's technical expertise, Eamus Halpin's business innovation, and the competitive dynamics all contributed to creating something genuinely new.

So, Am I the Father of SaaS?

Probably not. Innovation rarely has a single parent, and the SaaS model likely emerged from multiple sources around the same time. But I was present at what I believe was one of the earliest conceptions of comprehensive SaaS delivery.

What I can claim is being part of a team that recognized the potential of this model early and had the courage to implement it when it was still considered radical.

The Lasting Impact

Looking back over two decades later, it's remarkable how prescient this approach was. The fifty-four pounds per user per month model has become the standard way businesses consume software and IT services.

What seemed revolutionary in 1999 - delivering complete IT solutions from central data centers for predictable monthly fees - is now simply how most businesses operate.

Whether or not I'm "the father of SaaS," I'm proud to have been present at its conception and to have played a part in pushing the boundaries of what was possible in enterprise IT delivery.

Sometimes the most important innovations come not from trying to invent something new, but from bringing together the right people in the right environment and being willing to challenge conventional thinking.

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