How we work
Delivery & Operations
Pricing, estimation, team structure and the operational decisions that make software projects land.
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- How we work
- Focus
Fixed-price contracts do not remove risk. They move it to the vendor, who prices it in with a contingency you cannot see and then fights every scope change to protect it. Time and materials moves the risk back to you and removes the vendor's incentive to be efficient. Neither is honest about what is really happening.
This topic is about the operational side of delivery that clients rarely get to see. How we price discovery separately from delivery. Why we estimate against two-week increments instead of a twelve-month plan. How we structure teams so knowledge does not sit with one person. What our handover actually includes, and why we assume you may want to run the system without us.
It also covers the uncomfortable parts: projects that slipped, estimates that were wrong, and what we changed afterwards so the same failure mode did not repeat.
- Delivery & Operations
Pricing software projects honestly
Fixed price transfers risk to the vendor, who prices it in. Time and materials transfers it to you. Here is the model we use instead.
SASofia Almeida2 min read - Delivery & Operations
Estimating in two-week increments instead of twelve-month plans
Long-range plans are precise about the wrong things. Increments make the uncertainty visible where it can still be acted on.
SASofia Almeida2 min read
Every engagement we run — engineering, AI or marketing — is priced and reported using the model described across this topic, so nothing here is aspirational.
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