Solutions

A solution is not a bundle discount. It exists where the components are genuinely interdependent and where buying them as separate projects from separate suppliers produces a worse result than buying them together.

The clearest example is sequence. A CRM configured before the sales process is documented encodes the wrong process. A launch campaign that runs before the site is ready wastes the attention it buys. Automation built before the systems it connects are stable breaks weekly. The order is not arbitrary, and getting it right is most of what these engagements deliver.

Each solution page states what is included, how it runs, what changes, and — deliberately — who it is not for. Where a single service would serve you better, the page says so.

Integrated engagements

Which solution fits

These overlap deliberately, because businesses rarely arrive with a problem that maps cleanly onto one package. A rough guide to which is closest.

You are starting from nothing

Brand Launch. New company, new product or a rebrand where positioning, identity, website and launch all have to happen in a coordinated sequence.

You have a product and no demand engine

Digital Growth. Marketing, content, paid and reporting run as one programme answering to pipeline rather than to channel metrics.

Leads arrive and get lost

Marketing Automation. CRM, consolidated capture, deliverability and automated follow-up built as one system rather than as a platform licence.

Support and enquiries consume too much time

AI Customer Experience. A grounded knowledge base with chat and voice on top, with measured accuracy and a fast route to a human.

Sales spends its time building lists

Sales Automation. Prospecting, enrichment and qualification before a human is involved, built lawfully and on a separate sending domain.

The operation has outgrown its systems

Custom Business Platform, or Complete Digital Transformation if the problem spans several departments rather than one process.

You are the product

Personal Brand Development. Positioning, identity, website, photography and a content system that does not depend on you writing.

You sell online and cannot see the margin

E-commerce Growth System. Unit economics first, then the store, acquisition and order operations built around what the arithmetic will actually support.

How solutions are structured

Every solution is scoped in phases you can stop after. We would rather a client took two phases and got value than committed to five and felt trapped in the fourth. This is a deliberate structural choice and it occasionally costs us revenue.

Pricing is quoted per phase against a defined scope. Software licences, media budgets and infrastructure costs are paid by you directly to the vendors — we do not resell them at a markup, and we do not charge a percentage of media spend.

Everything produced is yours: source files, repositories, accounts and documentation. We use conventional technology specifically so that replacing us is an inconvenience rather than a rebuild.

Each solution page also names who it is not for. That section exists because the most common honest answer to a solution enquiry is that a single service, or a smaller phase, would serve the client better — and a page that cannot say so is a sales document rather than a description.

The pages state what we would need from you as well as what we would deliver. Engagements of this size stall on access, decisions and materials far more often than on delivery capacity, and being explicit about that at the start is what keeps a timeline honest.

Where a solution touches a regulated area — financial services supervision, health data, national e-invoicing platforms — the scoping accounts for it before build rather than discovering it at go-live. That is the most common source of expensive surprise in engagements of this shape.

Every solution here is a combination we have run repeatedly rather than a package assembled for a website. That matters because the sequencing advice on each page — what has to exist before what — comes from watching projects go wrong when the order was inverted, not from a diagram.

The components are all available separately as services, and a substantial share of clients buy them that way. If you have an internal team capable of sequencing and integrating the pieces, buying individually is cheaper and gives you more control. The solution exists for organisations that do not want to own that coordination.

Scoping always begins with what you already have. A client with a functioning CRM does not need it rebuilt, and a solution that insists on replacing working systems is selling scope rather than value. Every one of these engagements routinely ships smaller than its page describes.

Timelines vary more than costs do. A focused launch can run three months; a transformation across phases can run two years. What does not vary is that decisions, access and subject matter input from your side are the binding constraint rather than our capacity, which is why each page states specifically what is needed.

None of these carry a minimum term beyond the phase you are in. We would rather a client stopped at a phase boundary having got value than stayed in an engagement because leaving was structured to be expensive.

Where an engagement touches a regulated area — supervised financial services, health data, national invoicing platforms, employee monitoring subject to works council consultation — that constraint is established during scoping. It is the single most common source of expensive surprise in engagements of this shape, and it is entirely avoidable.

One more structural note. Every solution page names the services it combines and links to each, so you can read the underlying discipline rather than taking the package description on trust. If a component looks like something you already do well, that is a reason to remove it from scope rather than to buy it again.