01
Scope before quoting
We work out what the project actually involves before putting a number on it. Quotes given before that are guesses that get corrected later, always upward.
(Services / E-Commerce)
Paid acquisition, and the work that happens after the click
Project Handling
One named point of contact who holds the whole picture, a written scope with a fixed end date priced before anyone starts, a shared board carrying the real task list rather than a summary written the night before, and weekly updates short enough to read on a phone. Change requests are welcome and get quoted as their own item with their own date, never absorbed quietly into an existing timeline.
The most common complaint about agencies is not the quality of the work. It is not knowing what is happening. Weeks pass, invoices arrive, and the honest answer to what changed since last month is somewhere in a thread nobody wants to reread.
Project handling is the part that fixes that, and we run it whether the work is a website, a campaign or a software build. One person owns your account and knows the whole picture, so you are never the one relaying a message between two of our specialists.
It also means a scope in writing with a fixed end date, priced before anyone starts. Change requests are welcome and get quoted separately. What does not happen is a project quietly expanding until neither side remembers what was agreed.
- A scope with a date on it
- One person who knows everything
- No surprise invoices
(How it runs)
02
Sequence by dependency
Work ordered by what unblocks what, so the things that need your input arrive early rather than becoming the reason a deadline slips.
03
Ship in visible increments
You see working output at intervals, not one reveal at the end. Feedback at week two costs a day. The same feedback at week ten costs a fortnight.
04
Close properly
A defined end: handover, documentation, credentials transferred, and an explicit conversation about whether anything continues.
(Included)
A written scope
What is included, what is explicitly not, what we need from you and by when, with a date and a price agreed before work begins.
One point of contact
A named person who knows the whole project. You never explain the same context twice to two different people.
Weekly updates
What shipped, what is next, and anything blocked waiting on you. Short enough to read on a phone between meetings.
A shared board
The actual task list, visible to you, not a curated summary produced the evening before a status call.
Change control
New requests get quoted as their own item with their own date. Nothing is absorbed silently into an existing timeline.
Handover pack
Accounts, credentials, documentation and a walkthrough recording at the end, whether or not you continue with us.
(Is this the right thing to buy)
Who it suits
Businesses running work across several suppliers with nobody holding the whole picture, or anyone who has been burned by a project that quietly expanded until neither side could say what was agreed. It is included in every engagement we run rather than sold separately, so this describes how we work as much as what you buy.
When it is the wrong call
If you already have a capable internal project manager, you are paying twice. In that case we work to your process and your board rather than imposing ours. We would also say plainly that this is not a substitute for a decision maker on your side: no amount of process fixes a project waiting three weeks for an approval.
What it costs
Included in the price of the work rather than billed as a separate line, because a project without it costs more in rework than the coordination would have cost. Where we are asked to coordinate suppliers we did not appoint, that is quoted separately as a monthly fee, since the effort depends entirely on how many parties are involved and how well they already communicate.
(Questions we get asked)
What if we need to change scope mid-project?
That is normal and we plan for it. The change gets written down, quoted, and given its own date. What we avoid is the pattern where changes are absorbed informally until the original deadline is unreachable and nobody can point to when that happened.
What do you need from us?
Less than you might expect, but at specific moments. Usually a decision maker who can approve within a few days, access to accounts, and roughly an hour a week. Projects stall on approvals far more often than on the work itself.
What happens if you miss the date?
We tell you as soon as we know, not at the deadline. If the cause is on our side we absorb it. If it is a dependency waiting on someone else, that will have been flagged in a weekly update well before it became a problem.