We make stuck programs
ship.
Cloud, AI, platforms, products: funded, watched, and still not live. We own the program, inside your cadence, until it ships. Then we hand it back and leave.
Write to [email protected]The short version
- The people you meet do the work. There is no second team.
- No bench. Nobody is here to be billable.
- We know where programs stall. We have run them from both sides.
How an engagement runs
Diagnose
Two weeks inside: how it really runs and who decides.
Embed
Your cadence, teams and vendors. We run the week, not the deck.
Ship
The team changes shape with the work, not with our invoice.
Hand over
Your people run it. We leave, on the date in the plan from the start.
We have sat on both sides of the table.
Inside the enterprise
We ran programs for a global industrial group, a national telecom and the CEO's office of a scaling software company.
On the vendor's side
We led delivery and technical sales for a global integrator: the P&Ls, proposals and renewals.
We know how a statement of work gets padded, how a status report drifts towards green, and why a pilot never gets a production budget. We have sat in the chair that signs it and the chair that sells it.
Now we work on one side only. Yours.
A stuck program isn't a cost problem. It's a waiting problem.
Nobody gets fired for hiring the big firm. They get fired for what it didn't ship.
Sixty people, six months late: add up the payroll. Nobody puts that number in the business case. Barely half of digital initiatives deliver what they were funded for.1 They don't fail in the plan. They fail in the meeting where nobody decides. That is where we sit.
Does this sound like your program?
Tick what applies. Two or more: keep reading. None: you probably don't need us yet. The count, and a link to write to us, appear after the last item.
- Build the delivery organisation while the work runs.
- Governance that tells you first, before the board.
- A weekly cadence with named owners and decisions that stick.
- A real workflow, with a real budget, and real users.
- One owner: us. Blame gets one address.
- Engineering a buyer's due diligence can't pick apart.
One is a bad quarter. Two is a pattern.
Keep reading, or write now.All six. Stop reading. Write today.
Write to [email protected]
What we take ownership of.
Program ownership
The seat nobody is in: who decides, how the week runs, what ships. Run from inside, not alongside.
Engineering and product
We build what has to exist and doesn't. Most recently a commerce platform, from business model to launch-ready.
Advice with consequences
Roadmaps, cloud and AI strategy, from people who stay to deliver them.
Senior capacity in your teams
Engineers, architects and delivery leads we have shipped with, chosen for your program, not for who is free.
What shipped.
No logos. A logo says who paid. These say what it got them. Delivered by us, at MakeLeap and in earlier leadership roles.
- The roadmap was funded. The team didn't exist.5 to 82 people across six countries in 18 months, for a regulated migration of 5,000+ applications.
- Everyone was busy. Nothing shipped.Releases from quarterly to fortnightly without adding people. New joiners productive in under two weeks, not three months.
- Platforms, in daily useEnterprise search that removed 95% of engineer support tickets. A sovereign private cloud for 5,000 users across 70 public offices.
- The pilot became the productAn agritech drone and machine-learning product that cut targeted pesticide use by 80%.
Where we have delivered
Industrial and manufacturing, telecom, retail and local commerce, software scale-ups, public sector, agritech, energy, chemicals and pharma, wealth and asset management, banking and capital markets.
Write to [email protected]The things you would ask us anyway.
- You're small. Can you handle our scale?
- We have led delivery organisations of 400 and portfolios past $80M. Small is where the senior people are. We scale through your teams and people we have shipped with.
- Are you consultants, or do you deliver?
- We deliver. We advise only on work we then stay to execute.
- Will you slow us down?
- No. We join your sprints, not the other way round. The one thing we add is a weekly decision that sticks, and we leave on the date in the plan from the start.
- What does it cost?
- Less than the waiting. The two-week diagnosis is a fixed price, agreed up front. Then a price per program: fixed where scope is clear, time-based where not, and no change-request business either way.
If the program has your name on it, write to us.
A short note is enough: what the program is, where it is stuck, what has to be true by when. If we are not the right fit, we will say so, and point you somewhere better.
[email protected]P.S. The people who answer this address are the people who would do the work. That is not a sales promise. It is the reason to hire a firm this size.