Engage a single practice or hand over the entire estate. The methodology, documentation and reporting discipline do not change either way — and neither does the director whose name is on the engagement.
Each card links to the detail below: how the work is actually run, and exactly what you are handed at the end of it.
One student record that follows the child from the admission enquiry to the leaving certificate, with the office, the staff room and the parent all reading the same data.
Android, iOS and cross-platform applications for field teams, customers and internal operations, sized against what the app will cost to run once it is live.
Lead capture, follow-up discipline, quotations and closure in a single pipeline, so sales stops living in spreadsheets and forwarded messages.
Customer service management with ticket routing, SLA clocks, escalation rules and a knowledge base, taking intake from email, phone and web.
Storefronts with real inventory behind them, payment gateway reconciliation, courier integration and an admin panel your staff can run without a manual.
Corporate sites, member portals, intranets and reporting dashboards. Fast, accessible, and editable by somebody who is not a developer.
Hardware supply and rollout, server and network setup, AWS or Azure migration, and backups that get restore-tested rather than assumed. Our registered principal activity.
Access control, endpoint hardening, vulnerability checks and the audit documentation to go with them. Particularly relevant if you hold customer payment or personal data.
Deliverables are listed because they are the part that gets argued about later. Everything below is what a completed engagement hands over as standard.
Sold as a configured product rather than a blank-slate project. A campus is normally live inside six to ten weeks, with historical student and fee data migrated and verified before the switch. Licensing is per campus; a group with several branches runs one instance and reports across all of them.
Most business applications fail on the day the signal drops, not on launch day. We design the offline behaviour first — what gets queued, what gets rejected, what the user sees when the two disagree — and build the interface around that answer.
The pipeline is configured to the stages your team already talks about rather than a vendor’s default. Enquiries arrive from the website, a phone log or a WhatsApp Business number and land in one queue with an owner and a next action attached.
An SLA clock is only useful if it stops for the right reasons. Pauses for customer response, holidays and out-of-hours windows are configured against your actual service agreement, so the monthly report survives a client reading it closely.
The build assumes a sale day: stock held at checkout rather than at dispatch, gateway settlements reconciled against orders automatically, and returns that raise a credit note instead of an email to the accountant.
Built to load on a mid-range phone on a mobile connection, because that is how most of your visitors will arrive. Accessibility is treated as a build requirement rather than an audit item raised afterwards.
Supply and installation is the company’s registered principal activity, so procurement, rollout and the estate that follows sit with one supplier. Every backup regime we put in place is proved by an actual restore before it is signed off, and again at each annual review.
Work is scoped in writing and carried out only against systems you own or control. Findings arrive ranked by exploitability with a remediation plan attached, not as a scanner export forwarded without comment.
Most clients start with the first and move to the third once the system is live. The middle option suits businesses with a continuous queue of work but no single large project.
A defined build against a written scope: screens, modules, integrations, assumptions and exclusions, at a fixed price with staged payments tied to acceptance.
An agreed block of engineering time each month, drawn against a prioritised backlog you control. Unused time does not roll forward, so the queue stays honest.
Operating an existing estate: response targets by severity, patching, backups with dated restore tests, and a monthly report against the agreement.
No stage begins until the previous one is accepted in writing. It slows the opening slightly and saves the rework that usually eats the back half of a project.
We sit with the people who will actually use the system and write down how the work happens today, workarounds included.
A fixed written scope with screens, modules, integrations and a price. Exclusions listed as clearly as inclusions.
Two-week cycles, each ending in a working demo. You see progress on a real screen, not in a percentage.
Data migration, a parallel run where the risk warrants it, and training given to the staff rather than to the manager.
An AMC with response targets in writing, plus the documentation you would need if you ever changed vendor.
Describe the problem rather than the solution and we will tell you what it needs, including the cases where the answer is a configuration change rather than a project.