Your platform team isn't slow. It's protecting the platform.
When a venture needs a market signal before the core roadmap can make room, we provide an independent scope and estimate — then, if it makes sense, build a production-ready first version your team can inherit.
See what the Sprint deliversTwo different jobs can produce two valid estimates.
Your internal estimate reflects the system your technology organisation is responsible for: uptime, compliance, shared services, committed releases, and changes that must remain safe for every team depending on the platform.
A new venture has a different first job. It needs to test the assumptions that could invalidate the business case, reach a real market signal, and do both before the opportunity or mandate moves on.
That can justify a separate delivery path with a smaller scope, fewer coordination layers, and constraints agreed specifically for the venture. It does not make the platform estimate wrong; it answers a different question.
The useful comparison is not which team is faster. It is which scope and operating model give the business a credible decision at acceptable risk.
Start with an independent scope and estimate.
The Technical Strategy Sprint is a fixed-fee engagement lasting one to two weeks. We pressure-test the venture, define the smallest version that can create a market signal, and agree the technical constraints with your IT organisation.
You receive the proposed scope, architecture and integration boundaries, material risks and assumptions, and a delivery estimate with the reasoning shown. The document is written to stand on its own inside the business case.
The recommendation may be to use your own team, build with us, take the plan to another supplier, or stop. The Sprint does not commit you to a development contract.
Discuss your ventureA decision first. A build only if it makes sense.
Each phase produces something usable, and each ends with a decision about what should happen next.
1. Establish the viable path
We align the product scope with the real platform, security, data, and procurement constraints, then show the cost, risks, and assumptions behind the recommended route.
2. Build outside the core queue
If an external build is justified, a small senior team works directly from the agreed plan. Specifications, controlled AI-assisted workflows, automated checks, code review, and senior approval keep short delivery cycles disciplined.
3. Hand over or keep support
We transfer the system through working sessions, documentation, tests, and shared delivery practice. If continued leadership is more useful, that becomes an explicit new decision rather than a dependency by default.
Built for internal adoption from week one.
External delivery creates value only if your organisation can approve the result, operate it, and take ownership without starting again.
IT and security join early.
Cloud, identity, data boundaries, standards, and review gates are agreed during the Sprint — not after the product has been built.
You own the work.
Code, IP, infrastructure, accounts, and documentation belong to you under the contract, not just in a promise.
Architecture your team can inherit.
We favour conventional, documented systems that remain readable to people who were not part of the original build.
An engagement procurement can assess.
The first phase has a fixed fee and defined deliverables, and our supplier entity can sign your framework agreement and NDA.
Handover is planned, not improvised.
The transition is a named phase with agreed artifacts, participants, and a date.
Delivery that reaches production and remains transferable.
We do not use another estimate as proof of speed. These existing engagements show the parts that matter: production delivery, controlled change, and systems another team can own.
Vigiler — replacing a live financial platform
We re-architected and rewrote the web and mobile product while the existing service continued to handle real transactions. Documentation, a development starter kit, and pairing sessions prepared the in-house team to ship on the new foundation.
Read the Vigiler case study →ASK@ROUND — one product across two app stores
We delivered the iOS and Android application from one Flutter codebase, together with its Firebase services and automated release pipelines — a complete product rather than an isolated prototype.
Read the ASK@ROUND case study →Questions your organisation will ask
- Why not use our own team?
- Sometimes you should. The Sprint makes that a legitimate recommendation. A separate build is useful when the venture must test something outside the platform roadmap or when its learning cycle cannot depend on a release train it does not control.
- What does the Sprint commit us to?
- Only to the Sprint. Its scope, architecture, risks, and estimate are yours to use with your internal team, with us, or with another supplier.
- What happens to our IP and data?
- They remain yours. We work within your infrastructure and security requirements, with data-processing terms and IP assignment settled before the Sprint starts.
- What if it works and we want to bring it in-house?
- That is a planned outcome. Documentation, tests, architecture, and working sessions are created for the inheriting team, and we run the transition alongside them.
Bring us the venture and the real constraints.
If the internal delivery path makes the business case difficult to defend, we will help determine whether a separately scoped route changes the answer.
Discuss your venture