Not an hourly rate, and not a number invented before meeting you. We measure what your processes actually cost, agree what fixing them is worth, and take a defined share of it — spread in equal monthly payments across the engagement, which runs past delivery so we are still there while it beds in.
of the first-year saving, once it is proven. That is the whole price.
One number, applied to a figure we agreed together before anything was built — so there is nothing to reconcile at the end and nothing to argue about halfway through.
If the measured saving turns out smaller than expected, the fee is smaller in exactly the same proportion. That is the point of pricing this way rather than quoting you a number.
Those first two are not projections. They are arithmetic: at 30% of a year’s saving, it repays in 30% of a year and you keep the rest. Which is exactly why we measure rather than estimate.
Before a price exists there is a measurement: sitting in on the work as it is really done, timing the steps, counting the handoffs, and costing it against a loaded hourly rate rather than a salary line. You can do the same arithmetic yourself in the business-case calculator, or read three worked scenarios.
Anyone can assert that your sales team loses half its week to admin. We sit in on the calls, time the work, and count the clicks — so the figure we put in front of you is one we both watched happen. It is also the most honest reason to go beyond diligence: a business case we cannot evidence becomes an argument at exactly the moment we ask to be paid.
The cost lands alongside the value rather than after it — and the engagement runs three months past delivery, so we are still here while your team takes it on.
No lump sum to find, no milestone payments to argue about, and no invoice arriving after the fact for something you have already started depending on.
The engagement deliberately runs past the delivery date — at least three months past it. That is when a system is installed properly, when your team is trained on it, and when it starts actually being used. Stopping at handover is how software ends up owned and unused.
Most suppliers end a project and start a support contract. We do not have one. The retainer is our time on your business — and it runs while we are building, and after.
After each deliverable we agree what the next period looks like. It grows as what we run for you grows, and it shrinks when it should. You are never locked into a level you have outgrown or no longer need.
Not cancelled — rescoped to whatever keeps things running well. And if you would rather your own team took that on, that is entirely your call. You own what we built, so nothing about that decision is ours to approve.
If you end the retainer altogether, anything we had just delivered carries a 60-day warranty — so you are never left holding something new that nobody will fix. While the retainer runs you do not need one, because we are still here.
Some things have to be bought on your behalf. Every one of them reaches you at what it actually cost, with nothing added and the invoice available if you want to see it.
If your solution needs hosting, or a licence to something we did not write, you pay what it cost. No margin, no handling fee, and you are welcome to check. That is not generosity — it is clarity. The moment we mark up somebody else’s invoice, that number would stop meaning anything.
Because an hour is a cost, not a value. A deliverable worth €20,000 is worth €20,000 whether it takes five hours or a hundred. How we split it, and how much of it we automate, is our problem to solve — not something you should be paying for by the unit.
Quote an hourly figure and the conversation becomes how many hours it will take. The only question worth answering is what the outcome is worth to you — and that number does not exist until we have looked at your numbers together.
After a 30-minute call we produce a free high-level business case across your top three processes — enough for you to judge whether there is anything here worth paying for, at no cost and no obligation.
If there is, the next step is a paid assessment: we go into those processes properly, measure them, and come back with what the improvement is worth and what it would take to build. It is priced against the scope of what we are looking at — and you only pay for it if you decide not to go ahead. Proceed with us and it costs you nothing.
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