Tell us what’s breaking.

Custom builds start around $40,000–$60,000; below that an off-the-shelf tool is usually the honest answer and we will say so. Past the floor it is quoted against your budget and what you actually need, rather than printed as a range that would be wrong for most of the people reading it. Two lines do carry a published price, the website build and its care plan, and they are on the services page. Discovery is a fixed fee, agreed in advance. Delivery is quoted against a written scope, in phases, with each phase’s cost and exit criteria fixed before that phase starts, so the decision to continue is yours at every boundary and there is no open meter. There is no minimum engagement: the shortest piece of work on this site took an hour, and the one beside it took four weeks. Tell us the budget you have on the first call and we will tell you what is achievable inside it, including when the honest answer is that it is not. If you would rather know before you spend a call, put the budget you have in your first message and we will answer that question in the reply.

On résumé, they are ahead, and you should discount anyone who tells you otherwise. There are onshore firms in this space that have been doing it for eighteen, thirty, even fifty years, with senior engineers and named clients in your industry. The difference we would ask you to weigh is structural rather than technical. Most firms our competitors’ size specialize in one layer and subcontract or decline the rest, so the seams between the control network, the application, the estate and the security review end up owned by whoever is left in the room. We run those as four divisions inside one company, staffed separately and briefed together, which is why the escalation path ends somewhere useful instead of at a vendor boundary. That is the trade on offer: longer history and more logos on one side, and on the other a smaller senior team that can follow the problem across every layer it touches.

Discovery usually starts within two to three weeks. A full delivery team typically needs four to six weeks of notice, though we occasionally have earlier availability; it’s worth asking.

Usually between them, and the honest answer is that we want both of them to stay. Your integrator should keep the control layer, the PLCs and everything at or below the line where a mistake stops production; they hold vendor certifications and site knowledge we are not going to duplicate. Your ERP partner should keep everything inside the ERP, where they know the data model and the upgrade path far better than we will. What often has no owner is the layer in between: the browser-facing application your operators actually use, the queue and the retry between the two systems, the identity and audit trail that lets you answer a question about one record on one day. Neither of those firms is structurally set up to own that, and both need it to exist. That layer is what we are for, and we would rather scope it beside your existing vendors than ask you to replace them. If the cleanest route is for us to sit under your existing vendor’s contract rather than beside it, we will work that way; say so early, because it changes the paperwork rather than the plan.

Preferably. Most of our best outcomes are blended teams. Your engineers know the business; ours bring practices and capacity. It also makes the eventual hand-off almost free.

Yes, and the first thing we hand back is an assessment rather than code. It is a paid piece of work: what the code and the data are worth keeping, what the remaining work actually is, and what finishing would cost against what replacing would cost, with the reasoning written down so you can take it to somebody else. Sometimes the honest answer is that the foundation is sound and the project just lost its owner. Sometimes it is that you should throw it away, and we will tell you that too, in writing, before you commit to a build. What we will not do is quote a finish price off a demo and a repository we have not read.

Thirty days’ notice after the first release, for any reason, with no termination fee. What you take with you when you go is settled in the engagement agreement before any work starts, and the hand-off phase is in the plan from the beginning rather than negotiated on the way out. We’d rather you were able to leave easily and chose not to.

Yes. We work under client paper rather than asking you to work under ours, and we redline rather than refuse. Security is handled through an exhibit written for your data rather than a pointer to our own policy, and the terms we will agree to there include notification of any actual or suspected incident within 24 hours, the content and timing of any notification to your customers or regulators left entirely in your control, a BAA where PHI is involved, and support for joint security testing. Questionnaires are part of onboarding rather than an afterthought. Send the requirements early, including whatever insurance you require us to carry, and we’ll flag anything we can’t meet.

Usually one of three ways, and we will tell you which is fastest for your institution rather than the one that suits us. First, subcontracting: we work under a prime who already holds the vehicle, which is the most common route for a firm at our stage and needs nothing new from your procurement office. Second, your own delegated authority: many institutions can issue a purchase order directly for services under their own limit, and those limits are set locally rather than centrally, so the number is yours to confirm. Third, a cooperative or state vehicle you already use. Being plain about that third one: we hold no cooperative or state contract awards today. Awards on those come through competitive solicitation cycles rather than on request, they are published, and any vendor implying otherwise is worth checking. If a vehicle is the only viable path for you, the honest answer is that we are the wrong firm this fiscal year, and we will say so on the first call rather than in month two.