- Sheridan, Wyoming, US
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How We Work
Analyse. Build. Grow.
Three phases, one document running through all of them. The method is deliberately unglamorous, and its distinguishing feature is what we do in the first two weeks and the last four — the parts most partners skip.
2 wks
to a value modelBefore any architecture is discussed
6 wks
to productionTypical first release, deliberately narrow
12 wks
to a measured numberReported to the accountable executive
Most projects fail at the start and the end, not in the middle.
The middle of a project — design, engineering, testing — is the part our industry has largely solved. Competent teams build competent software with reasonable predictability. The failures cluster at the two ends: a beginning where nobody established what the work was worth, and an ending where everybody left before it was worth anything.
So our method concentrates effort there. Two weeks at the front establishing the value model with the people who own the numbers, and a final phase that does not close until adoption is real and the first measurement has been reported. The engineering in between looks much like any good team's.
They spent two weeks before writing any code, and then finished faster than the vendor who started building on day one.
What actually happens, week by week.
A typical first engagement. Longer builds extend phase two; the front and back ends stay the same.
Sit with the people who own the numbers
Interviews with finance, operations and frontline staff. We ask to see the spreadsheets the business actually runs on, the reports nobody trusts, and the queue that never empties. We measure rather than accept described process.
Write the value model, then argue about it
Metric, baseline, target, owner, mechanism, review dates. We present it to your leadership and expect the baseline to be challenged, because a baseline your finance team will not defend is worthless.
Ship the smallest thing that can move the number
Production, not prototype. Deliberately narrow scope aimed at the single highest-value decision or workflow, with the interface and integration required for someone to actually use it.
Get it adopted, then measure honestly
Enablement, workflow change, holdout setup and instrumentation. This is where most projects stop and where most value is won. We report the first number to the accountable executive before the engagement closes.
Analyse
Two weeks with finance, operations and frontline teams. We measure the current state rather than accept the described one, then write the value model and argue about it until your own people will defend the baseline.
Build
Production software, narrow scope, fortnightly demonstrations. We ship the smallest thing that can move the agreed metric, including the workflow and integration required for a real person to use it in real conditions.
Grow
Adoption work, holdout measurement, monthly value reporting and iteration against evidence. The engagement does not close on launch day; it closes when the number has been measured and reported.
What we guarantee in every engagement.
- A named senior engineer accountable throughout, not a rotating pool
- Working software demonstrated every two weeks from week three
- Your code in your repositories from the first commit
- Honest status, including the weeks when it is going badly
- Value reported monthly against a baseline your finance team set
- An exit path that does not require dismantling anything
What the engagement requires from you.
We are direct about this in the first meeting, because engagements fail on the client side at least as often as on ours.
1 in 5
Assessments say stopWritten recommendations not to proceed
6 wks
To production softwareMedian first release
99%
Client retentionClients continuing after project one
What clients ask about the method.
- 01. Two weeks before you build anything? That sounds slow.It is two weeks slower at the start and consistently faster overall, because scope arguments happen before code exists rather than during delivery. The projects that feel fast early are usually the ones building things nobody needed.
- 02. What if the assessment says do not proceed?You get the written reasoning and keep the value model, and we do not invoice for a project we do not believe in. This happens in roughly one assessment in five.
- 03. Do you work in sprints?Yes, with fortnightly demonstrations of working software. We report progress in terms of the metric rather than in story points, because velocity is our internal concern and not a business outcome.
- 04. Can you work alongside our internal team?It is our preference. We pair with your engineers, adopt your conventions where they are sound and aim to leave the team more capable. Several clients now run everything we built without us.
Where to go next.
Phase one is two weeks and you keep the document.
Fixed fee, credited against anything that follows, and an honest verdict at the end — including the recommendation to stop.
