Four steps, every engagement.

01 · Discover

We align on objectives, constraints and success metrics with leadership and stakeholders. This is where we find out what the system is actually for, who has to sign it off, and what will make it fail.

Discovery is typically one to two weeks. We talk to the people who will use the thing, not only the people who commissioned it, and we read the systems it has to connect to.

It ends with a written statement of scope, the constraints we have to work inside, and the two or three numbers that will tell us the work succeeded.

• Stakeholder and user interviews
• Review of existing systems, data and integration points
• Written scope, constraints and success metrics
• A first view of cost, sequence and risk

02 · Design

We prototype rapidly and validate with users to reduce risk and maximise adoption. A clickable prototype costs a fraction of a build and answers questions no document can.

In parallel we settle the architecture: data model, integration boundaries, security and access, hosting and the release path to production.

You approve a prototype and an architecture before anyone writes production code. Changes here are cheap, which is the point of the stage.

• Clickable prototype of the primary flows
• User validation sessions before the build
• Architecture, data model and integration design
• Security, access and hosting decisions written down

03 · Deliver

We build, ship and iterate with measurable business outcomes and clear KPIs. Work runs in two-week sprints with a demo at the end of each one, on the real system rather than on slides.

Code sits in your repositories from the first commit. Automated tests, CI/CD and environments are set up in the first sprint, so shipping is routine rather than an event.

For fixed-scope projects, a production system usually lands in eight to twelve weeks. For outstaffing, the same cadence applies but the backlog is yours.

• Two-week sprints, demo every sprint
• Your repositories, your infrastructure accounts, from day one
• Automated tests and CI/CD from the first sprint
• Weekly written status: progress, risks, decisions needed

04 · Evolve

We monitor, learn and optimise continuously to maximise long-term value. Handover is a milestone, not an exit.

Where you want us to keep running the system, we do it under an agreed SLA with monitoring, incident response and an on-call rota. Where you want your own team to take it, we run the handover with documentation, runbooks and a shadowing period.

Either way there is a quarterly review of what the system is doing against the metrics agreed in discovery.

• Monitoring, alerting and incident response under SLA
• Runbooks and documentation your team can act on
• Quarterly review against the original success metrics

Outstaffing versus fixed-scope projects

The two models differ in who holds the plan. With outstaffing, you do. Engineers join your team, take your backlog, follow your process and your definition of done, and attend your ceremonies. We handle their employment, visas, payroll and replacement; you handle the work.

With a fixed-scope project, we hold the plan. We take a written scope, staff the delivery team ourselves, run our own cadence and report against it, and are accountable for the finished system at an agreed price.

Cost behaves differently too. Outstaffing is a monthly rate per engineer and flexes month to month. A project is priced against scope, and a change to scope is a written change to price and date.

Most clients move between the two. A project team builds the first release, then engineers stay embedded while your own team grows.

Cadence and reporting

Sprints are two weeks. Each one ends with a demo of working software and starts with a short planning session against the agreed priorities.

You get a written status note weekly: what shipped, what slipped, what is at risk, and what decision we need from you and by when. Nothing important is communicated only in a meeting.

Boards, repositories and environments are visible to you throughout. There is no reporting layer between you and the work.

• Two-week sprints with a sprint demo
• Weekly written status note
• Open access to boards, repositories and environments
• Monthly commercial review for ongoing engagements

What we need from you

Engagements slow down for the same reasons everywhere: access, decisions and availability. We ask for three things.

One named decision-maker who can approve scope and unblock choices within a few days. Access to systems, environments and data on the agreed date, including whatever security clearance that requires. And time from the people who know the current process, usually a few hours per sprint.

Where any of these is genuinely hard — a procurement cycle, a security review, a legacy vendor — tell us in discovery and we will plan around it rather than discover it in sprint three.

• One named decision-maker with authority over scope
• Access to systems, data and environments on the agreed date
• A few hours per sprint from subject-matter experts
• Early warning of procurement, audit or security gates