Five stages. One way of working.
Discovery through optimization, governed the same way whether the engagement is a two-week integration or a multi-year transformation programme. The sequence, the cadence and the accountabilities are agreed before anyone writes code.
- Delivery stages
- 5
- Methodology
- Agile & DevOps
- Quality standard
- ISO 9001: 2015
- Review cadence
- Daily → annual
What each stage needs, and what it hands over
Stages overlap in practice — optimization on one flow while another is still being built — but none of them starts before the one it depends on has handed something over.
Discover
We map your business goals against the technology landscape you actually have — systems, data, contracts and constraints.
- In the room
- Account manager, solution architect, your process owners
- Span
- Typically 2–4 weeks
Runs on- An inventory of the systems, integrations and data actually in play
- Process walkthroughs with the people who run them daily
- Contract, licensing and compliance constraints
- Whatever cost and cycle-time numbers you already hold
Hands over- A current-state map of the estate, not an idealised one
- A register of addressable issues and untapped opportunities
- A measured baseline the engagement can later be judged against
Strategize
A transformation roadmap sequenced by business value, with the trade-offs made explicit before anyone writes code.
- In the room
- Solution architect, practice leads, your sponsor
- Span
- Typically 1–3 weeks
Runs on- Business goals with the dates attached to them
- The issue register discovery produced
- Budget, platform and in-house skill constraints
Hands over- A roadmap sequenced by business value, increment by increment
- Architecture and platform decisions with the trade-offs written down
- The engagement model — fixed price, time and material, milestone or your own team
Build
Scalable, secure solutions delivered in agile increments, with your team involved rather than briefed after the fact.
- In the room
- Delivery team, SQA group, your product owner
- Span
- Sprint by sprint
Runs on- The agreed increment and its acceptance criteria
- Environment access and the coding standards we hold across practices
- A named product owner on your side
Hands over- Working software every sprint — demonstrated, not described
- Test evidence from the SQA group that manages the project from scratch
- Documentation that ships with the code rather than after it
Integrate
Applications, data and processes connected end to end, so information moves without manual hand-offs.
- In the room
- Integration engineers, platform owners, your partners
- Span
- Typically 2–6 weeks per flow
Runs on- Target systems, trading partners and the data contracts between them
- A cutover plan and the rollback that goes with it
- Non-production environments that resemble production
Hands over- End-to-end flows running in production without manual hand-offs
- Reconciliation, acknowledgements and error handling in place
- Runbooks handed to whoever holds the pager
Optimize
Ongoing support, enhancements and continuous improvement — measured against the outcomes we agreed in discovery.
- In the room
- Managed services team, account manager
- Span
- Ongoing
Runs on- Live telemetry, support tickets and user feedback
- The outcome baseline captured in discovery
- A standing enhancement backlog
Hands over- Movement against the discovery baseline, reported not asserted
- Enhancements shipped on a predictable cadence
- A support contract with named people and 24/7 coverage
Four commitments the stages are built on
A methodology is only worth stating if it changes what happens on an ordinary Tuesday. These are the parts that do.
Trade-offs before code
Scope, sequence and cost are argued in the open at the strategy stage and written into the roadmap. Nothing gets discovered as a compromise at the deadline.
Your team in the room
Increments are demonstrated to the people who will live with them, not summarised for them afterwards. Feedback lands while it can still change the build.
One standard across practices
The same coding standards, review gates and deployment discipline whether the work lands in Salesforce, Boomi or a React front end — so a handover between practices is not a handover between companies.
Judged against the baseline
The numbers captured in discovery are what the engagement is measured on. Optimization reports against them rather than against a fresh set of favourable ones.
Governed on a rhythm, not on request
Four standing reviews, five named accountabilitiesStandup
Fifteen minutes with your team on what moved, what is blocked and who is clearing it.
Progress & risk
The increment against the plan, the risk register, and any decision that needs you this week.
Roadmap & budget
Sequencing revisited against what the last four weeks taught us, with spend stated alongside it.
Outcome review
The discovery baseline reopened and measured, and the following year sequenced from what it shows.
And the names behind it
Roles, responsibilities and accountabilities, set at kick-off- Account manager
- The commercial relationship, the reporting cadence and escalation. One name, for the life of the engagement.
- Solution architect
- The roadmap, the architecture decisions and every trade-off recorded against them.
- Delivery lead
- The sprint, the increment and the team staffed on it. Answers for dates.
- SQA group
- Test strategy, evidence and audits — from document identification through to verifying the correction.
- Engineers
- The code, its tests and its documentation, worked to standards that hold across all our practices.
Six gates between done and live
Work runs under an ISO 9001: 2015 quality management system, with a dedicated SQA group on the project from the start and audits on a schedule rather than on suspicion.
- Standing terms
- NDA signed before work starts
- The code and the IP stay yours
- Coding standards shared across practices
Peer review against maintained standards
Every change is read by another engineer, against the same standards in every practice.
Test evidence, not test assurances
The SQA group produces the run, the results and the defects it opened — attached to the increment.
Security in the deployment path
Hardened deployment infrastructure and a security review before release, rather than a scan after go-live.
Your product owner signs it off
Acceptance is a decision your side makes against the criteria agreed when the increment was scoped.
Documentation and runbook ship with it
What it does, how it fails and who to call — written down before the increment closes.
Audited on a schedule
Regular audits under ISO 9001: 2015, so the process is examined and corrected rather than assumed.
Start at discovery
Tell us where the business is headed and which systems are in the way. We will come back with the stages, the people and a realistic sequence — not a sales deck.