You direct. We co-build.
Every call about what you're building stays yours. Everything it takes to make it real, we build with you.
Direction and execution need a clear line.
You shouldn't have to give up what you're building to get it built. Nor should you have to run every operational decision to keep it true.
You decide what. We take responsibility for how.
What stays with you
- What the business is, and why it should exist
- Who it is for
- What it must never become
- Every major go or no-go decision
- Any material change in strategic direction
- The final call when evidence and conviction disagree
What we take on
- Research, strategy, product and technology
- Systems, finance and operating design
- Assembling the specialist team
- Planning, running and reviewing every sprint
- Designing experiments and capturing evidence
- Hiring, training and handover
One test decides who owns each decision.
- You decide
If a decision changes what the business is, it stays with you.
- We take on
If it changes how it's built, it's ours.
- You decide
When it's unclear, the choice comes back to you.
Control is a rhythm, not a meeting.
- DailyShort stand-ups, so work and problems stay visible.
- WeeklyPlanning against the direction you've set.
- Every 15 daysA sprint review: what we learned, what it cost, what changed, and what the next sprint should answer. Nothing starts without your go-ahead.
- MonthlyA wider check: is the business still becoming what we set out to build?
One month, shown day by day. Rings mark your go-ahead.
Built at actual cost. Your capital recovered in full, first. Our upside capped.
So our upside depends on the business succeeding after launch, not on keeping scope large or sprints running.
You keep the direction. We carry the build.
Read nextThe process
The process. Four steps, each one earned.
You know who decides and who builds. Now see how the work happens: a small start on your idea, then four steps, each earned by the one before.