01
PROJECT DISCOVERY
The entry point for every engagement.
We map your situatuon, your ambition, and your constraints — then recommend the right path forward
We start by talking to the people who know your business best: operational stakeholders, strategic leaders, and the teams who live with your current tooling every day.
From those conversations we build a picture of where you are, where you want to go, and what's in the way. Discovery can lead to a Code Audit, a Prototype, UI/UX mockups, or straight into a Technology Department as a Service engagement. Sometimes all of the above. We'll tell you honestly which path makes sense.
Where Discovery Leads
Path 01
Code Audit
We sign an NDA, receive your codebase, run it locally, then audit it on security, architecture, maintainability, and alignment with your future ambitions. You get a report written in business language,
path 02
Prototype
No fixed timelines. Hardcore brainstorming and fast iteration. We scope it as small as possible, take shortcuts deliberately, and focus on one question: does the idea actually work? Built to grow into production if it does.
Path 03
UI/UX & Mockups
One intake meeting, then 3 to 4 weekly iterations: talk, visualize, refine. You see and react to the product before a single line of code is written. Delivered as a mockup ready for development.
02
Technology Department as a Service
A structured, predictable delivery engine.
Once the path is clear, this is how we deliver. From kick-off to continuous delivery — a system designed so the team can ship working software every one to two weeks without you needing to attend extra meetings.
Kick-off
Domain knowledge transfers before Sprint 1.
We introduce our team: who they are, how we work, what to expect. Then it's your turn. We ask your team to present your company — your mission, how you operate day to day, the roles involved. Not a formality. This is how domain knowledge transfers before the first sprint begins.
30 Min
Awesomity
30 Min
Your team
sprint zero
One week to set the stage.
One week of preparation before implementation begins. We set up the architecture, configure CI/CD pipelines, prepare development environments, and establish all communication channels. The goal: by the time Sprint 1 starts, the team can ship working software every one to two weeks.
Quick updates, urgent heads-up.
Slack
Async depth, daily stand-up summaries
Google Meet
Live alignment when async isn't enough.
Agreements and decisions that need a paper trail.
Roadmap & Backlog
One roadmap. One owner.
Features are defined through conversations with your operational and strategic stakeholders, then prioritized by business case and interdependency. The Product Owner owns the roadmap, keeps it current, and ensures nothing gets built without a clear reason.
1
Product owner owns the roadmap, manages stakeholders
3-5
Engineers dedicated to a single roadmap.
Need more capacity?
We add a second team with its own roadmap — not more people to one.
Agile delivery
Five ceremonies. Iterative sprints of one to four weeks.
01
Refinement
Features broken into clear, estimated tasks ready for development.
02
Planning
Tasks scheduled against team capacity. Sprint goal defined.
03
Review
Engineers demo what was built. Stakeholders react and feed back.
04
Retrospective
We review collaboration and process. We improve every sprint.
05
Daily stand-up
For engineers only. The team aligns each morning, then the PO sends a Slack summary to your team. You always know what's happening without attending a single extra meeting.
From the field
Hard-won lessons, plainly told.
01
On building a healthy backlog
Keep it 3 to 4 sprints ahead. Items coming up next should be fully enriched with acceptance criteria. Items further out can be lighter. Break large features into stories that each deliver something usable. A backlog that extends half a year gives the engineering team the perspective they need to make good architectural decisions early.
02
On writing a sprint goal that actually works
Make it outcome-focused, not task-oriented. “Enable customers to complete checkout with a saved payment method” is a sprint goal. “Complete stories 45, 67, and 89” is a to-do list. A real sprint goal gives the team room to adapt when something unexpected comes up while still delivering the intended value.
03
On allocating engineering capacity honestly
We plan around the 70/20/10 rule. 70% of capacity goes to planned roadmap features. 20% to ad-hoc requests, bugs, and urgent business needs. 10% to learning, technical debt, and breathing room. Teams that plan for 100% feature delivery consistently miss. Teams that plan for 70% consistently deliver.
start with discovery
Tell us where you are. We'll listen first.
Let's start with a discovery call. We'll analyse your existing technology landscape, identify quick wins, and propose a scoped trial to demonstrate our value — before you commit.
