01 Insights
Frameworks from real delivery.
Decision tools and post-mortems from projects we have shipped. No vendor pitches. No AI think-pieces. Just what works, when, and why.
-
The two-lever test
A risk score above 30 tempts you to accelerate. More people cannot change what you sold or what the customer will accept, and those are usually the two decisions the score is pointing at. Here is the half-hour review that tells you whether to add hands or change the plan.
Read the framework
-
Name the finish line
A fixed price aims a supplier at the edge of the scope. It only aims them at the finish once somebody has named the one observable event that ends the project. Four checks tell you whether the date you are pricing against is real.
Read the framework
-
The third scope
Sales versus delivery is the gap everyone talks about, and it only explains the lost margin. It does not explain why the client is unhappy when the team built exactly what the plan said. There are three scopes on every project, not two: the sold, the built, and the expected. Here is how to reconcile them before the demo does it for you.
Read the framework
-
The AI feature trap: when a strategic customer asks for AI you don't have.
"Yes" commits engineering to build the wrong thing. "No" sends the renewal walking. The reframe is to scope the feature properly, draw the data and policy boundaries, and ship the smallest version the customer will sign acceptance criteria against. Anchored on a strategic-customer renewal we shipped.
Read the framework
-
Decision authority: what to look for on the first call.
If every trade-off has to escalate to a committee that meets in three weeks, the project is a schedule risk regardless of the technology. Three patterns that signal trouble, and the named-sponsor / decision-SLA fix.
Read the framework
-
The hand-back option: three doors out of a Delivery Path Assessment.
Build with us, advise your team, or hand back the four artefacts and walk. The hand-back is not a face-saver; it is the most aligned commercial position we can offer. Why we can afford to be wrong about whether you should hire us for the next thing.
Read the framework
-
Good / Better / Best: buy back a missed deadline by changing what you ship.
When the date is fixed and scope has overrun, you do not negotiate the budget by arguing each line item. You give the customer three priced versions of the same outcome. The KPMG 12th Floor Lobby playbook.
Read the framework
02 Want the framework applied to your project?
Bring the constraint. Leave with the matrix.
The first call is free. Reply within four working hours, weekdays.