No discovery phase that quietly becomes the project. No scope that widens by 40% because nobody wrote down what done meant.
Four stages, in this order, on every engagement. The order matters more than the speed. Most of what goes wrong in this work goes wrong because someone built before they watched.
We map the process as it actually runs, agree what success looks like in writing, and identify the constraint worth removing first.
We design the system around your stack, data residency rules and release cadence, then review the plan with your engineers before writing anything.
Two-week cycles with something demonstrable at the end of each. The narrowest useful version reaches production early and is instrumented from the first deploy.
Production rollout with monitoring, a runbook, and a support window while your team takes ownership. An optional retainer follows only if you want one.
All three end the same way: source, deployment and documentation in your hands.
Fixed scope, fixed price
We agree the scope and definition of done up front, then deliver against it. Best when you know what you need and want a predictable number.
Best for
A defined outcome with a deadline
Monthly, capped hours
A set number of senior engineering hours each month, prioritised by you. Best once something is live and needs to keep evolving.
Best for
Ongoing work with shifting priorities
Per engineer, monthly
Our engineers work inside your process: your repo, your standups, your review. Best when you have capacity gaps rather than a discrete project.
Best for
Extending an in-house team
If a request falls outside what we do well, we say so and refer it out rather than learning on a client's budget.
One workflow at a time. Engagements fail by widening, and the widening always looks reasonable while it happens.
Source, deployment and documentation transfer at handover. A client should be able to fire us without losing anything.
Definitions of done, runbooks, failure modes. If it only exists in someone's head, it does not survive their holiday.
The most useful first message describes what someone on your team does by hand today and how often. That is enough for us to tell you whether it is worth building.
