The person you talk to
is the person who builds itA company that runs this software on its own business every day
Systems live
6
Running on clients' own servers
2
Longest continuous run
7 months
Work subcontracted
0
We are our own first client
Everything on this site, we use every day
The problem came first, the system second
None of this started as a product looking for a use case. Each system exists because something in our own business was costing too much time or breaking too often. That's why the shapes are odd in places — they were worn into that shape by real work.
It runs against real volume
Orders, complaints, returns, multilingual updates, content that has to go out today. Not demo data. When a step breaks, somebody is asking about it the same afternoon — there is no “we'll fix it next release.”
So we know where it loosens
Which rule quietly stops being followed three months in, who starts routing around the system, which step people find annoying enough to skip. None of that is in any proposal. You only learn it by living with the thing.
Which changes what a diagnostic looks like: we look at your process the way an operator does, not the way a vendor does — how many times a month does this happen, what does one mistake cost — before anything technical comes up. The six systems, one by one →
How the work runs
No sales layer, no handover halfway through
The person who scopes it builds it
Everything you say in the first call — including the exception you remember halfway through — reaches the person implementing it directly. One fewer translation layer means one fewer batch of “that wasn't in the spec.”
We don't subcontract
The most common disappointment in this industry is that senior people win the work and juniors deliver it. That isn't available to us: the people who deliver are the people who pitched.
The cost is limited capacity
We can only run a small number of projects at once. That's a scheduling fact, not modesty. If the calendar has no room, we'll say so — being told to wait is better than being squeezed in.
What we take on
A small number of projects, so we're selective
The process is settled
If the rules could be overturned next month, automating them just cements a temporary workaround into policy — and makes it harder to change.
The volume is real
Something that happens three or four times a month won't save enough time to pay for the meetings needed to start it, let alone the build.
Someone can decide
If three departments still disagree about the rules, the bottleneck isn't technical. Settle the rules first — then this becomes our problem.
During the diagnostic we'll tell you which parts aren't worth doing — a proposal that says everything is possible usually means nobody read your process. Where an off-the-shelf tool fits better, that's what we'll recommend.
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