CAPABILITY FACTORY · ENGAGEMENT MODEL · PRICING
Capabilities enabled in weeks. Outcomes you commit to, delivered.
Each week, a senior architect moves an outcome you've named — solving a real problem and standing up the capabilities to produce that outcome reliably. No eight-week discovery. No platform to configure. No team to manage. Just the work, running, and the number that proves it worked.
Four offers, one sprint-based model
Scoping
Two complementary 90-minute sessions, plus AI-assisted analysis between them. Every engagement starts here.
One session with your leadership to define the outcomes you're trying to move. One session with your stakeholders to surface the signals, artifacts, and real-world context that describe where the work actually is today. The Capability Engine processes both conversations between sessions.
You leave with a commitment-grade analytical package — problem register, capability register, outcome qualification with targets, traceability, ROI model, phase plan. Not a proposal. An analytical document you could take into any consulting engagement and have them commit against.
Scoping is complimentary for smaller engagements. For multi-phase scoping that requires deeper analysis, we charge a nominal fee that's credited against the first sprint.
Requirements Elicitation
One week. One senior architect. Supported by the Capability Engine.
For businesses who know they have problems but can't yet articulate them clearly enough for scoping to proceed. We work with your stakeholders and leadership to qualify the problem-space — producing problem statements, user scenarios, benefit hypotheses, and a capability maturity model.
You leave with a structured understanding of your problems, enough to take into scoping — with us, or with anyone else. The method works either way.
Capability Enablement
Architect-week sprints. One senior architect, full-time for a week. Monday sprint kick-off, Friday demos. Sprints rolled up into phases based on the scope defined during Scoping.
Progress is measured by outcomes, not capability count. A sprint enables at least one outcome — and typically establishes multiple capabilities along the way to do it. The capabilities are the durable infrastructure; the outcomes are what changes in the business.
One sprint enables a first outcome — for example, a self-updating pipeline view that gives leadership a current revenue picture by end of week, with the capabilities behind it (the data integration, the governance layer for that view, the access controls) standing up as part of the work.
A few sprints (two to six) enable a set of outcomes around a meaningful business problem — say, forecasting accuracy moving from ±35% to ±10%, with the capabilities behind it (CRM integration, project-system integration, scenario logic, deal-slip flagging, the measurement infrastructure) all in place and producing the number monthly.
Multiple phases into a project or program. A serious reshaping of a function or business area, planned during scoping and delivered over months or quarters. Our largest engagements sit here — many capabilities established, multiple outcomes moved, staged across three or four phases, with the later phases often scope-gated against the success of the earlier ones.
You commit a month at a time — four sprints, two, or one — based on the phase. If a phase needs acceleration, you can add architect-weeks. If the business shifts, you can pause between phases. When the new build is done and the work shifts to stewardship, extension, and new outcomes as they surface, you move to Continuous Fit.
Continuous Fit
One to two sprints per month, at a modest volume discount.
Most businesses don't want to stop after the initial outcomes are produced. They want to tune what's running, extend it, and move new outcomes as the business shifts. Continuous Fit is the retainer for that: used however makes sense that month — stewardship of running capabilities, extension into adjacent outcomes, new problems surfaced and scoped, or all three.
Your capability model stays live in the Capability Engine for as long as the relationship continues. When a new problem surfaces — six weeks from now, or six months — we don't start over. Your problem register, your capability model, your outcome tracking, your ROI measurements — they're already there. We pick up where we left off.
Capabilities compound. This is the reason Continuous Fit is the economically interesting offer for most clients, not the entry-level one. By the time we've moved several outcomes for you, the data foundation is already governed, the architect already knows your business, the measurement infrastructure is already running, and the feedback from what's already in production is shaping what gets built next. The next outcome costs less to enable than the first, lands faster, and integrates cleanly with everything that preceded it. The relationship isn't a series of independent projects. It's a foundation that keeps making each new piece of work faster and sharper than the last.
What actually gets built
Capabilities are durable infrastructure — things your business can now do that it couldn't before. They're what gets established to enable the outcomes you've named. Most capabilities aren't a single visible piece of software; they're a combination of integrations, data work, governance, and the surfaces where the work shows up.
Before a sprint begins, you'll know exactly what's going to exist in your business when it's done. We call this the envisioned solution — a concrete description of what the capability does, who touches it, where it shows up, and what outcome it produces.
The envisioned solution is what you sign off on before the sprint runs. It's the client-facing commitment. Under the hood, we translate it into the features, user stories, integrations, and technical design the architect will execute — but that translation is our job, not yours.
What a capability physically is, depending on what's needed to enable your outcome:
- A small, purpose-built application or workflow tool your team uses directly
- An integration that connects systems that weren't talking to each other
- A data and governance layer that makes your information consistent, accessible, and AI-ready
- A reporting or dashboard surface that gives leadership the view they didn't have
- An automation that removes manual work from a specific operational rhythm (month-end, quarter-end, quote production, case triage)
- A reasoning capability embedded in the tools your team already uses — a Slack channel, a CRM record, an Excel sheet, the AI assistant they already talk to
Most capabilities are a combination of these. The envisioned solution tells you which, before we build, and shows how each part contributes to the outcome being enabled.
If you want visual mockups, UI design iteration, or extensive front-end design work, we can do that — it runs as a separate sprint with the same method and pricing. We don't include it by default because most capabilities don't need it to produce the outcome, and adding it slows the time-to-value. If it's genuinely needed for yours, we'll say so and scope it honestly.
Outcomes belong to you
Every engagement commits to outcomes you own, not outputs we deliver.
An outcome is a measurable change in the business. Forecast accuracy from ±X% to ±Y%. Quote cycle from N days to M. Close time from ten days to four. You name them. You measure them. The commitment is ours to move them.
If we don't think we can move the number, we'll tell you before you sign anything. If you can't name the number, we can't start. That's not a standard. It's a gate.
How we price
Sprints start at $12K per architect-week. That's the unit. Everything scales from there — a first outcome typically lands in one to three sprints, a meaningful business outcome with the capabilities behind it usually runs two to six, a phase of connected outcomes six to fifteen.
Continuous Fit starts at one to two sprints per month, with a modest volume discount.
We don't charge for discovery. We don't charge for platform configuration. We don't charge for change orders. We don't staff teams of junior analysts managed by a partner. We quote architect-weeks directed at capabilities, and we commit to the outcomes those capabilities are meant to produce.
What this means for you
You're never locked in. Each month you commit is a fresh decision. The only thing we ask you to stay with is the roadmap we scoped together — because abandoning it mid-phase leaves you with half-enabled capabilities. Everything else is adjustable. That's what bespoke without the bet means in practice: the precision of software shaped to your business, without the commitment shape that made bespoke unaffordable or risky before.
You see progress weekly. Friday demos aren't a nice-to-have. They're the mechanism that makes the engagement honest. If something isn't working, you'll know in a week — not in a quarter.
You never manage a team. You work with one architect at a time. The architect runs the sprint. The architect does the work. The architect shows up to demos.
Your capability model belongs to you. The analytical artifacts, the traceability, the outcome measurements — all of it is yours. If you leave us, you leave with everything that matters.
What we don't do
We don't sell you features. We sell capabilities — specific things your business can now do that it couldn't before. Features are how we assemble capabilities underneath. You don't buy them. You don't evaluate them. You don't worry about whether the feature set keeps up. That's our problem.
We don't run discovery phases. No eight-week workshops, no "current state assessment," no deliverable that's a PowerPoint. Scoping happens in hours, not weeks.
We don't staff teams. Every engagement is one senior architect at a time. No partners. No project managers. No junior analysts. No handoffs after signature.
We don't sell platforms to you. You don't license our Engine. You don't administer it. You don't pay to access it. It's how we deliver the work.
We don't charge for change orders. Requirements evolve during delivery. That's normal. If the change is within the scope we agreed, we handle it. If it's outside, we say so and rescope honestly.
Start with a scoping conversation.
Two 90-minute sessions. A real analytical package at the end. No deck. No sales pitch.