Services
The three kinds of engagement in detail: who they are for, how they run, how long they take and what they produce.
Interim technical leadership
We take the technical leadership post with the mandate that goes with it: architecture decisions, the order of priorities, hiring, and reporting to the executive team.
- For whom
- Software vendors and industrial companies with an in-house team. Funded businesses that owe a roadmap to a board.
- How it runs
- Two weeks of assessment, then the job itself. Architecture decisions, prioritisation, hiring, executive reporting, preparing a successor.
- Typical length
- Three to nine months, two to four days a week.
- Deliverables
- A dated technical roadmap, a risk map and the handover file.
Architecture and audit
The audit establishes the state of an existing system: its technical debt, its operational risks and the cost of the work ahead. Every finding is costed and ranked by priority.
- For whom
- Executives and acquirers ahead of a transaction, teams inheriting a system they did not build.
- How it runs
- Reading the code and its history, interviewing the team, measuring the system as it actually runs, then comparing all of it with the commitments made. The debrief is spoken first, written afterwards.
- Typical length
- Two to six weeks depending on the size of the system.
- Deliverables
- A ranked audit report. It prices each option, names what is urgent, and says what is better left alone.
Expert reinforcements
We reinforce an existing team on one specific technical point, for a few days or a few weeks: designing a component, putting a data pipeline into production, taking over inherited code.
- For whom
- In-house teams looking for occasional reinforcement rather than a fixed-price project.
- How it runs
- Working with the team, in its tools and its conventions. The code produced belongs to the team, and is explained to it before we leave.
- Typical length
- A few days to a few weeks.
- Deliverables
- The component, its tests, and the note explaining the choices made.
The first conversation is free and without obligation. It serves to pin down the need, and to say plainly if we are not the right people for it.