Six engagements for ambitious teams.

You know roughly where you want to go. There's pressure from a board, an upcoming fundraise, or an enterprise customer asking awkward questions. What you don't have is a costed, sequenced plan with the right milestones, the right team to execute, and a story that holds up under scrutiny.

We spend four to six weeks on stakeholder interviews, current-state audit, and market scan. We come back with a written roadmap — the next twelve months, the next twenty-four — alongside the things you should buy versus build, the people you need to hire, and the order to do it in. It's tied to commercial outcomes, not to whatever's hot on the conference circuit.

The deliverable is not a deck. It's a document your board can read, your engineers can build from, and your CFO can plan against.

Every executive in the company has a friend who's "doing something with AI." Half your engineers want to use it; the other half are skeptical. The vendor pitches all sound identical. You need someone in the room who has actually shipped LLM features, knows the difference between a demo and a product, and will tell you when a regex would work better.

We work through your AI strategy from use-case discovery to architecture: what to build, what to buy, where retrieval-augmented generation beats fine-tuning, where intelligent search over your SharePoint or knowledge base will deliver more value than a chatbot. We help you set up the evaluation framework so you can measure progress instead of guessing.

Most important: we'll tell you what not to do. Most of the AI projects we've seen fail did so because nobody asked whether the problem actually needed an LLM in the first place.

You inherited the architecture. Or you wrote it three years ago when the team was four people. Either way, things are slower than they should be, the cloud bill keeps climbing, and nobody's quite sure where the next cliff is.

We do a structured review of production architecture, data flows, deployment pipeline, observability posture, scaling cliffs, security posture, and cloud spend. You get a written assessment with prioritized recommendations and an honest call on what to fix now versus what to live with. We're not here to recommend a rewrite.

Most reviews surface two or three high-leverage changes that pay back the engagement many times over — usually in cost or reliability — and a longer list of paper cuts to fix when the team has bandwidth.

Most companies over-hire and under-spec. They write generic job descriptions, run inconsistent interview loops, and end up with a team twice the size it needs to be and half the speed it could be. Headcount becomes a vanity metric.

We help design the role, calibrate the bar, run structured interview loops, and close the offer. We've hired senior engineers, principals, and VP-level leaders. We also know when not to hire — when the right move is a contractor, an agency partnership, or simply admitting that the work doesn't need doing yet.

For organisations past twenty engineers, we also work on org design itself: how to structure pods, when to spin up a platform team, when to introduce engineering management, and how to make leadership transitions land.

You're losing deals because the security questionnaire is killing you. Or you're a year out from SOC 2 and nobody's started. Or your investors flagged supply-chain security in the last diligence and the answer was, charitably, vague.

We've taken multiple companies through SOC 2 Type 1 and Type 2, ISO 27001, and HIPAA. We know which auditors are sane, which compliance platforms actually save time, and where the work needs to be hand-rolled. We also know that compliance ≠ security — and we'll tell you the difference rather than letting you spend two quarters earning a certificate that doesn't actually make you safer.

Beyond compliance: zero-trust networking, identity and access, secrets management, supply-chain hygiene, and incident response that learns from itself.

Whether you're investing, acquiring, or being acquired — you need a technical read that's honest, written, and free of consulting theatre. The big-name firms turn this into a checklist exercise. We turn it into a judgement call.

We do diligence for VCs, growth-stage acquirers, and founders preparing to raise. We look at the team, the codebase, the architecture, the security posture, the data assets, the realistic cost to scale, and the risks nobody's flagged. You get a written report you can defend at investment committee, and a debrief call to walk through the nuance — including the things that aren't broken but are worth watching.

For founders, we also offer pre-diligence preparation: running the same exercise on your own company before investors do, so you can address gaps proactively rather than reactively.