How an engagement runs
It starts with us inside your operation. Nothing is scoped or built before that.
Stage 1 of 5. As long as the process needs, usually days not months
Walk the operation
We follow real records from where they start to where they end, sit with the people who handle them, and open the tools they use. You give us access. You get a map of how the process really runs, which is rarely how anyone described it.
You giveAccess to the people doing the work and the tools they use.
You getA map of where time and control are lost, and a count of the hours.
Stage 2 of 5. Included in stage 1
Agree the fix
One review session. A written recommendation: what to change, what to build, what to connect, what to leave alone. If a build is justified it comes with scope and acceptance criteria. If the right answer is to change the process and build nothing, that is the recommendation. You decide.
Stage 3 of 5. Counted in weeks
Build in the open
Every week you see working software, not a status report. The people who will use it try it while it is still cheap to change. Scope stays fixed; the order we build in follows what you learn.
Stage 4 of 5. Part of the build
Go live with controls
We agree a go-live window and put the system into the real operation with monitoring, approval points, and a way back if something fails. The old way stays available beside the new one until you are satisfied it holds.
Stage 5 of 5. Ongoing, cancellable
Keep it running
Operations change: a new client, a new site, a tool update, a rule that no longer fits. Under a bounded monthly agreement we watch the system, maintain it and adjust it as the operation moves. You tell us when something changes; we keep the system matching it.
What you give, what you get.
| Stage | What you give | What you get | How long |
|---|---|---|---|
| 1. Walk the operation | Access to the people doing the work and the tools they use | A map of how the process really runs and where time and control are lost | Days, set by the process |
| 2. Agree the fix | One review session and a decision | A written recommendation: what to change, what to build, what to leave alone, with scope if a build is justified | Included in stage 1 |
| 3. Build in the open | Weekly feedback on working software | Working increments every week against the agreed scope, not status reports | Scoped per project, counted in weeks |
| 4. Go live with controls | Credentials and a go-live window | The system running in your operation with monitoring, approval points and a way back if something fails | Part of the build |
| 5. Keep it running | Notice when the operation changes | Monitoring, maintenance and controlled improvements under a bounded monthly agreement | Ongoing, cancellable |
1. Walk the operation
- What you give
- Access to the people doing the work and the tools they use
- What you get
- A map of how the process really runs and where time and control are lost
- How long
- Days, set by the process
2. Agree the fix
- What you give
- One review session and a decision
- What you get
- A written recommendation: what to change, what to build, what to leave alone, with scope if a build is justified
- How long
- Included in stage 1
3. Build in the open
- What you give
- Weekly feedback on working software
- What you get
- Working increments every week against the agreed scope, not status reports
- How long
- Scoped per project, counted in weeks
4. Go live with controls
- What you give
- Credentials and a go-live window
- What you get
- The system running in your operation with monitoring, approval points and a way back if something fails
- How long
- Part of the build
5. Keep it running
- What you give
- Notice when the operation changes
- What you get
- Monitoring, maintenance and controlled improvements under a bounded monthly agreement
- How long
- Ongoing, cancellable