Implementation
Design through to production, in stages small enough to roll back.
When this fits
The design exists and the team that produced it does not build.
A migration has to happen without the business stopping.
Previous attempts stalled halfway, leaving two systems to run instead of one.
How we work within it
Stages that each stand alone
Every stage has its own test, cutover window and back-out plan, written before it starts rather than during the incident.
Configuration under version control
What is deployed is what is in the repository. An estate whose real configuration lives only on the devices cannot be reasoned about.
Runbooks written as the work happens
Documentation produced during delivery rather than reconstructed afterwards, because the second kind is written from memory.
What you get it on
Implementation, across these domains
A delivery model is not a product. These are the technology domains we work in through it — start from the one your problem sits in.
Engagement and pricing model
Fixed-price per stage against an agreed design, or a milestone-based project. Where the design is ours, the estimate is ours to stand behind; where it is inherited, we assess it first and price after.
What we commit to, and what we measure
Stages delivered against their own acceptance criteria, not against a project-wide percentage.
Cutovers completed inside their agreed window, and rollbacks used rather than avoided when criteria were not met.
Defects found after acceptance versus during it.
Targets are set per engagement and written into the agreement. We do not publish a number here, because a service level that is not attached to a specific scope is not a commitment.
Questions we are asked
Can you implement a design we already have?
Yes, after reviewing it. If we find something in it that will not hold, you hear that before delivery starts rather than as a change request later.
What happens if a stage fails its criteria?
It rolls back, which is why the back-out plan is written first. A stage that cannot be reversed was scoped too large, and that is a planning failure rather than an execution one.
Do you work alongside our engineers?
Routinely, and it is the arrangement that produces the best handover. Whether they lead or we do is agreed at the start because it changes how the work is sequenced.
How much of our time will this take?
More than a supplier who tells you none. Access to the people who operate the estate is the input that decides whether the result fits reality, and we say where that time is needed in the plan.
What do we get at the end?
A working system, configuration in a repository, runbooks, and a team of yours that has been trained on it — unless you have chosen managed operations, in which case we run it and you get the same documentation anyway.
Start with an assessment
The fastest way to a useful answer is a short, scoped look at what you already have.