You pay by the sprint and commit a month at a time.
A sprint is one senior architect's week, aimed at an outcome with a number on it. A named architect answers for the outcome. Scoping, two 90-minute conversations, is included. Pricing is set with you.
Custom fit. Without the seven-figure bet.
The four offers match where your business is today, from sorting out the problem to keeping the software fitted as the business changes. Every build starts with Scoping.
| Attribute | Offer 01Scoping | Offer 02Elicitation | Offer 03Enablement | Offer 04Continuous Fit |
|---|---|---|---|---|
| What it is | Two 90-minute conversations with analysis between. You bring the felt pain; we return a written package you can act on. | One week of architect work that gathers what your stakeholders know into a structured picture of the problem, ready for Scoping. | One-week sprints, with AI doing the building. Monday kick-off, Friday demo. Measured on outcomes, not on how much gets built. | One to two sprints a month. Your spec grows with the business, and AI rebuilds from it. No code maintained by hand. |
| Duration | 2 × 90 min · one week elapsed | 1 week | Sprints, committed monthly | Ongoing, monthly |
| What you get | A written package: the problems, what to build, the outcomes you'd commit to, and the Benefit Realization Plan we'd sign. | Written problem statements, the behavior you need from the software, what you expect to gain, and a read on where your business stands today. | Working software each week, a demo every Friday, and results measured against the plan. | Reviews against the plan, and rebuilds and extensions as the business changes. |
| Commitment | None beyond the conversations | None beyond the week | Month-to-month | Month-to-month |
| Cost | Included | One fixed price for the week | By the sprint, quoted in Scoping | By the month, quoted in Scoping |
Final pricing is set in Scoping, and Scoping is included: you keep the package whether or not you continue.
How you buy and pay. What's different about the shape.
No annual lock-in.
Each month you commit is a fresh decision. The only thing we ask you to stay with is the roadmap we scoped together. Everything else is adjustable.
Weekly visibility.
Friday demos keep the engagement in view. If something isn't working, you'll know in a week, not a quarter.
Scope changes during the work.
Requirements evolve during delivery, so we review the scope every week. In scope, we change what we're building and AI rebuilds it, with no change order. Out of scope, we say so and rescope.
What drives the price.
The unit is one senior architect's week: a sprint. You add sprints as the work earns them, never seats or licenses. Every sprint has to earn its place.
In our experience a first outcome takes one to three sprints. A meaningful business outcome, with what it needs behind it, takes two to six. A phase of connected outcomes takes six to fifteen. Continuous Fit starts at one to two sprints a month, with a modest volume discount.
No charge for Scoping. No charge for platform configuration. No teams of junior analysts managed by a partner. You're quoted sprints aimed at an outcome, and the plan commits us to the outcome itself.
After go-live.
If something we built doesn't do what we agreed, we fix it for one month after go-live. After that month, fixes and maintenance come with Continuous Fit. Without it, they stay with you.
No platform fee.
You don't license the software we build with, administer it, or pay to access it. It's how we deliver the work, not a line on the invoice.
The Benefit Realization Plan. What we'd commit to in writing.
Five fields. Signed before work starts. Measured monthly. The structural commitment that separates us from a build shop or a consulting hour.
Illustrative. This is the shape of every plan we'd commit to.
If the number can't be named, we don't start. RAND's study of AI project failure found the leading root cause is building against the wrong problem. A named outcome is what keeps the work on target.1
Fit, honestly. The check works both ways.
- Established and growing — $10M to $500M in revenue
- Running core operations on spreadsheets
- Specific workflows that are slow or unreliable
- Can name a measurable number to move
- Tired of six-figure implementations
- Early-stage startup needing founding engineers
- Looking for staff augmentation
- Evaluating SaaS hoping one fits
- Outsourcing the decision about what changes
- Want an AI strategy doc instead of working software
We don't want to sell you something shaped wrong any more than you want to buy it. The questions operators ask →