Service · Consultancy
Ambiguity in. Decisions out.
Senior-led technical strategy for leadership teams. Working sessions with founders and executives, deep dives with engineering leads — translating enterprise ambiguity into sized, sequenced and defensible engineering decisions, so investment lands where it compounds.
2–3 weeks
Discovery sprint
Workshops with stakeholders, technical spikes, then a sized and sequenced delivery plan you can benchmark against — ours or anyone else's.
1 week
Architecture review
Existing stack audited against where you're heading. Honest report on where to invest, what to replace and what to simplify.
1–2 weeks
Technical due diligence
Independent assessment of a codebase, team and platform ahead of an investment, acquisition or major vendor commitment. Risks quantified, not just listed.
Monthly retainer
Fractional engineering lead
Embedded with your team for hiring, code review and roadmap defence. Two days a week, on a rolling monthly engagement.
How we work
Advice you can act on, from people who have shipped.
Consultancy is only worth paying for if it changes what you do next. Everything about how we engage is designed to produce decisions, not documents.
Senior-led, start to finish
The people in the room are the people doing the work. No hand-off to a junior team after the pitch — every engagement is run by engineers who have built, operated and been accountable for production systems.
Evidence over opinion
Recommendations are grounded in technical spikes, code-level review and measured data from your actual systems, not slide-ware. Where something is uncertain, we say so and show the work.
Vendor-neutral, no agenda
We have no resale margin on any platform and no delivery team waiting for the outcome. If the right answer is a product you can buy, or a team you already have, that is the answer you get.
Decisions that stick
Every material decision is captured as a written record: the options considered, the trade-offs, and why. Your team can defend it in six months without needing us on the call.
When to bring us in
The situations we are usually called into.
Scale is exposing the architecture
Growth has turned yesterday's pragmatic choices into today's incidents and slow releases. You need a sequenced plan to fix it without stopping delivery.
A significant investment is on the table
A funding round, an acquisition, a platform migration or a multi-year vendor contract. You need an independent view of the technical risk before committing.
The roadmap does not survive contact with engineering
Leadership and delivery are talking past each other. Estimates keep slipping, priorities keep shifting, and nobody can say with confidence what ships next quarter.
AI is on the board agenda
There is pressure to do something with AI, and a dozen vendors offering to help. You need a grounded view of what is credible for your business, what it will cost, and where to start.
Build, buy or partner
A capability the business needs could be built in-house, bought off the shelf or outsourced. You need the trade-offs laid out honestly, with a recommendation you can act on.
The team needs a technical lead, not yet a CTO
Hiring, code quality and architectural direction are drifting without senior ownership. You need experienced leadership now, without a permanent executive hire.
What you walk away with
- Plain-English problem statement signed off by stakeholders
- Sized backlog with t-shirt estimates and dependencies
- Architecture decisions documented, not just discussed
- Target architecture with a sequenced migration path from where you are today
- Risk register with likelihood, impact and mitigation for each item
- Vendor or build-vs-buy recommendation with reasoning
- Hiring profile and interview loop for the team you'll need
- Roadmap with honest contingency, not aspirational dates
- Board-ready summary alongside the engineering-level detail
- A plan any competent team can execute — ours or anyone else's