Business outcome
before platform feature
Strategy
Decide what's worth building, and what isn't.
About to sign for a new platform, or already paying for one that isn't pulling its weight? We'll tell you what it should do for your business, what it shouldn't and what it'll actually cost.
The advice comes first
A strategy is a set of decisions, written down.
Someone asks for a field. Someone else builds it. Two years on there are four ways to record a sale, a report pack nobody trusts, and a roadmap that's just a list of requests.
Good strategy starts with how the business really works. Then comes the useful part: making trade-offs, challenging assumptions and writing down the reason.
A long list of agreed requirements isn't a strategy. We'll ask what's behind each request, and we'll help you agree what's a must have, versus what should be 'not yet', or 'not at all'. It's a friendly conversation, but a frank one, and it's the part you're paying for.
Understand the work
We look past the org chart and the last project to how work really gets done: the decisions, the exceptions and the handoffs that aren't recorded anywhere.
Choose what matters
We help you land the two or three outcomes that deserve the budget first. Value gets realised early.
Draw the boundary
We agree what each system owns, what stays put and which connections hold it all together.
Make it fundable
Then it becomes a sequenced plan, with an honest cost you can defend and measures that tell you whether it worked.
When it comes down to it
Configuration
before custom code
One trusted measure
before another dashboard
A plan people will fund
before a perfect future state
What strategy covers
The strategy depends on where you're stuck.
An honest read on where you are, including the spreadsheets nobody has mentioned yet and the parts nobody wants written down.
What happens first, what waits, and what we've agreed not to do. Sequenced around what the business needs next.
Estimates, returns and most importantly, guidance on where things could go wrong, laid out for the C-suite to understand, not just your CFO. This makes the decision a business one, rather than another technology one.
How the work should happen, sorted before anything gets automated. Otherwise you just make the mess faster.
Where AI earns its place today, and a straight answer on where it doesn't yet.
Which data you can trust, who owns it and what you're allowed to do with it.
Every call we made together is written down with the reasoning behind it. So in two years nobody has to guess.
Is this the right conversation?
Worth a conversation if
- You're about to sign for a new platform and want someone to kick the tyres first.
- The platform's grown, but the thinking behind it hasn't kept up.
- The business is changing and your systems need to catch up.
Probably not if
- You already know exactly what you need built.Implementation
- You need someone to keep a healthy platform healthy.Support
- You're really after a rubber stamp on a decision that's already been made.
Not sure? Let's chat anyway.
“I’m confident we’ll get a return on our investment within six to twelve months.”
Vass MalanosCFO, Fire & Safety Australia
2–5 daysto close a training plan, was ~2 weeks
Read the story Where strategy goes next
Then someone has to build it.
Often that's in Salesforce. When it isn't, we'll say so.
Why we build on SalesforceTell us where you're heading. We'll tell you what it takes to get there.
We'll check the thinking behind the request, the roadmap or the budget that hasn't been approved yet.