All industries
Enterprise
Delivery inside a large organisation
Work inside an established company is rarely blocked by the engineering. It is blocked by integration surface, procurement, and the number of people who have to agree. We plan for that rather than acting surprised by it.
What usually goes wrong
The hard parts
- 01Systems of record that cannot be replaced, only integrated with
- 02Security review and procurement gates that outlast the build itself
- 03Internal teams already at capacity, so knowledge transfer has to be deliberate
What we get asked for
What we build
- 01Internal tools and dashboards that replace spreadsheet workflows
- 02Integration layers and APIs between systems that were never meant to meet
- 03Customer-facing products delivered alongside an in-house team
- 04Modernisation of a service that works but nobody dares touch
Before you build
What has to be right
- Name the decision-maker at the start. Multi-stakeholder projects stall on unanswered decisions far more often than on technical problems.
- Get the security and procurement review started in parallel with the build, not after it. It is usually the long pole.
Usually involves