A read on the audience
Who buys, how they search and what convinces them, read from what the segment does rather than assumed — the input the message and the design need.
Discovery
The paid first step, and the one that turns a problem into a scope, an architecture direction, a plan and a number — all of which are yours, whether you continue with us or not.
The problem
You are being asked to approve a budget for something nobody can describe yet. The brief is a list of frustrations, the estimates you have differ by a factor of three, and every supplier is confident about a different version of the work.
The cost of doing nothing
A project that starts without this starts on a guess. Scope arrives in instalments, the estimate doubles somewhere in the middle, and the argument about what was agreed happens with the work half built and nobody's notes matching.
What we do
We spend the first part of it with the people who do the work rather than with the people who commissioned it. What actually happens, in what order, in which system, and where it stops. The version in the procedure and the version on the floor are rarely the same document, and the difference between them is usually where the project is.
Then the systems: what exists, what it holds, what it can and cannot be made to say, and which parts of it are load-bearing. Constraints are written down as constraints rather than discovered later as surprises — the regulator, the supplier who will not change their format, the season nobody can ship during.
And the people the business sells to, which is the part most briefs leave out. Who actually buys, how they search, how long they take over the decision and what has to be true before they act — read from what the segment does rather than assumed in a room. The message and the design are built from that answer. Chosen before it exists they are decoration: correct-looking, and addressed to nobody in particular.
Out of that comes the shape. What should be built, what should be bought, what should be left alone, and in what order. The sequencing is most of the value: a plan that delivers the second most useful thing first is a plan that runs out of goodwill before it runs out of budget.
And a number. Not a range with a shrug attached — a scope with a price against it, and the assumptions that would move it named in a place where you can check them.
What you leave with
A written scope
What is being built and what is deliberately not, in language your own team can check rather than approve on trust.
An architecture direction
The systems, the integrations and the decisions that are expensive to reverse, with the reasoning attached to each.
A sequenced plan
What comes first and why, in an order that puts the most useful thing in front of people soonest.
A budget with its assumptions
A number against the scope, and the specific things that would move it, named where you can check them.
A risk list
What could go wrong, how likely it is and what it would cost, written before anyone has a reason to be optimistic.
What happens next
You continue with us, or you take the documents to somebody else and ask them to quote against them. Both are fine, and the second is the point: a scope only one supplier can price is not a scope, it is a lock-in with a cover page.
Price
from 1,200 EUR
A fixed price for a fixed step, agreed before it starts. What follows is quoted separately, against the scope the discovery produced rather than against an assumption.
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