A structured process, run flexibly
Most software problems are not technical. They come from a misunderstanding that nobody caught early enough, or a slip nobody mentioned until it was expensive. Our process is built around catching both — which is why clients tend to describe our communication before they describe our code.
- Sprint length
- 1–4 weeks
- Reporting
- Daily stand-ups
- Review cadence
- Every sprint
From first conversation to running software
Seven stages. The last two — support and collaboration — run alongside everything rather than after it.
- 01
Discovery
We start by understanding the vision and the constraints — talking to the people who will use the thing, identifying goals, and researching the market it has to compete in.
- 02
Design and prototyping
Interactive prototypes before implementation, so you can see and react to the product while changing it is still cheap.
- 03
Development
Build against the approved design, with regular code review and modern tooling. Robust and scalable are decisions made here, not adjectives applied later.
- 04
Testing and quality assurance
A dedicated QA function running functional, usability and performance testing — the reason our clients report low post-launch defect rates.
- 05
Launch and deployment
Deployment, client training and handover, so you are equipped to run what we built rather than dependent on us to.
- 06
Post-launch support
Maintenance, updates, troubleshooting and enhancement. Software that is in use needs ongoing work regardless of whether the feature set changes.
- 07
Client collaboration
Running through all of the above rather than sitting after it: regular check-ins, feedback loops and updates, so your input shapes the product as it is built.
Want to talk through how this would work for your project?
Start a conversationWhat the cadence actually looks like
Agile is a word that has been emptied out by overuse. These are the specific ceremonies we run and what each is for.
Sprint planning
Goals set, tasks prioritised and work selected from the backlog that genuinely fits the sprint.
Daily stand-ups
Short daily check-ins covering progress, plan and blockers — the mechanism that surfaces problems in a day rather than a fortnight.
Development iterations
Time-boxed sprints of one to four weeks, each ending in a potentially shippable increment.
Continuous testing
Automated tests and code review integrated through the sprint, so defects surface while they are cheap.
Sprint review
Completed work demonstrated to stakeholders at the end of each sprint, with feedback taken before the next one starts.
Sprint retrospective
The team reviews what worked and what did not, and changes the next sprint accordingly.
Backlog refinement
Ongoing review and reprioritisation, keeping the backlog aligned to actual goals rather than accumulating.
Release planning
Releases planned around completed work and stakeholder feedback, covering deployment and user training.
The things you can hold us to
Working software every sprint
Each sprint ends in something demonstrable and deployable, not a progress percentage. If a sprint produces nothing you can run, it failed.
Problems surfaced early
You hear about a slip when it becomes apparent, not when it becomes unavoidable. This is the single most consistent thing our clients say about working with us.
Documentation as we go
Architecture decisions and runbooks written alongside the code, so the system stays maintainable by someone who was not there.
Code you own outright
The repository, the deployment and the documentation are yours. Handover is a planned phase, not a negotiation at the end.
Testing as a function, not a phase
Dedicated QA running functional, usability and performance testing throughout — the reason a client could quantify our production defect rate under 3%.
An honest no
If we think the work is a bad idea, the wrong tool, or better done by someone else, we say so at the first conversation rather than after the invoice.
What we build with
The stack follows the engagement, not a fixed preference. If your team already works in something, that is usually the deciding factor — inheriting a system nobody in-house can maintain is a bad trade.
Frontend
React
Library
Angular
Framework
Next.js
Framework
Vue
Framework
TailwindCSS
Styling
Backend
Node.js
Runtime
Python
Language
Go
Language
Java
Language
PHP
Language
Mobile & TV
Android
Native
iOS
Native
React Native
Cross-platform
PWA
Web
Roku & Fire TV
Television
Cloud & Infrastructure
AWS
Cloud
Azure
Cloud
Kubernetes
Orchestration
Docker
Containers
Terraform
Infrastructure
Data
PostgreSQL
Relational
MySQL
Relational
MongoDB
Document
Oracle
Enterprise
Kafka
Streaming
AI & Machine Learning
OpenAI
Models
Claude
Models
Hugging Face
Models
Vertex AI
Platform
Milvus
Vector search
How engagements run
Something specific about your project?
Process questions are usually the useful ones. Send yours over.
Ask us01
How long is a sprint?
One to four weeks depending on the project, each ending in a potentially shippable increment. Shorter sprints suit work with high uncertainty; longer ones suit steady delivery against a settled scope.
02
How much of your time do we get visibility into?
Daily stand-ups, a sprint review at the end of every sprint, and regular check-ins throughout. You see demonstrated working software at the close of each sprint rather than a status report describing it.
03
What happens when something slips?
You hear about it in the stand-up it becomes apparent in, not in the sprint review. Clients consistently describe this as the thing they value: transparent communication when problems arise, with options rather than an apology.
04
Can you work inside our existing process?
Yes, and it is common. If your team runs its own board, repository and ceremonies, we work in them. The process described here is what we bring when there is no existing structure to join.
05
Do you do fixed-scope or time-and-materials work?
Both, and the right one depends on how well understood the work is. Fixed scope suits genuinely settled requirements; anything exploratory tends to be better served by iterative delivery, because fixing scope early on an unclear problem mostly fixes the wrong scope.
06
What does handover involve?
Documentation and architecture decisions written as work proceeds rather than assembled at the end, plus deployment access, runbooks and a transition period where your engineers work alongside ours. The goal is that your team could take it over.
We'd rather hear the problem than review a specification
The most useful first conversation is about what you're trying to solve and what constrains it. We'll come back with an approach and a first milestone.
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- NDA on request