Working together
We price by the shape of the work rather than by the hour: a fixed price for a diagnostic, a fixed price for a defined project, and a monthly figure for ongoing programmes. What drives the number is scope and uncertainty, not headcount.
A diagnostic is fixed because its scope is fixed.
We agree what will be examined and what the output is, and the price does not change if it takes longer than expected. That risk sits with us, which is the point: it is the engagement where you know least about us.
Projects are priced against a defined outcome. The largest variable is not effort but uncertainty: how many systems are involved, how much is undocumented, and how many people must agree. We would rather narrow the scope until it can be priced honestly than quote a range wide enough to be meaningless.
Ongoing programmes are a monthly figure with a scope agreed each month against a stated priority. We do not price these by deliverable count, because counting deliverables rewards producing them rather than moving the thing that matters.
Two things we will not do. We will not quote before understanding the problem, because a number produced from a briefing call is a guess wearing a decimal point. And we will not price on a share of results we cannot control, which sounds aligned and in practice creates pressure to claim credit for outcomes that had other causes.
We price by the shape of the work rather than by the hour: a fixed price for a diagnostic, a fixed price for a defined project, and a monthly figure for ongoing programmes. What drives the number is scope and uncertainty, not headcount.
Everything above is how we say we work. Thirty minutes on a real problem is the fastest way to find out whether it is also how we behave — and it costs you nothing to check.
