Digital infrastructure for modern enterprises

Corporate websites, intranets, employee and client portals, internal dashboards, AI tooling and workflow automation, built for scale, security and adoption across teams. Internal software has a different success measure from customer facing work: nobody is obliged to use your public site, but staff are obliged to use an intranet, which means a bad one produces workarounds rather than complaints. We design for the people who will use it daily rather than for the committee that approves it, because a system staff route around delivers none of the efficiency it was funded to deliver.

Yes, including CRM, ERP, HRIS, single sign on and most internal and third party systems, so data moves securely between tools without manual re-entry. In enterprise environments the integration constraint is rarely technical: it is access, approval and the availability of the team who own the other system. We identify those dependencies during discovery and confirm what each interface genuinely supports, because a plan that assumes an API exists in the form you were told is the most common reason enterprise projects slip past their committed dates.

Yes. We build language model copilots, document and policy assistants, knowledge bases over your internal content and decision support tooling on current model stacks including Claude. Internal deployments raise a governance question before a technical one: which documents the system may read, who is permitted to query it, and whether responses can be traced back to a source. We build retrieval that respects your existing permissions rather than flattening them, because an assistant that helpfully surfaces the salary review file to everyone is a serious incident rather than a bug.

Security is designed in from the first day through role based access control, encryption in transit and at rest, comprehensive audit trails, secrets kept in a managed store rather than the repository, and dependency scanning in continuous integration. Change management runs through reviewed pull requests, so there is an evidenced record of who changed what and when. Our process maps to SOC 2 controls and we can co-author the evidence for ISO 27001 and similar assessments rather than leaving your compliance team to reconstruct what was built from the source.

You do, completely. You receive clean, documented, well structured code and full ownership of everything we build, held in your own repositories from the first commit rather than transferred at the end. In corporate procurement this is usually a formal requirement rather than a preference, and being able to evidence it removes an obstacle early. There is no proprietary framework you can only maintain through us, and if you later bring the work in house or move to another supplier you can do so without unpicking a dependency on us.

It varies with scope, but most enterprise builds run as phased deliveries over three to nine months, with the earliest milestones live considerably sooner. We plan around your governance and release calendar from the start rather than treating approvals as an afterthought. Realistically, internal dependencies rather than engineering set the pace: security review, change advisory boards, procurement and the availability of the teams who own the systems we integrate with. We would rather build that into the plan honestly than present a schedule that assumes none of it exists.

Cost depends on scope, integrations and compliance requirements. We scope in phases against your goals and budget and provide clear proposals, so spend stays predictable and tied to outcomes rather than committed entirely up front. Phasing matters in enterprise work because requirements genuinely change over a nine month programme, and a single fixed scope agreed in month one is usually wrong by month five. We would rather agree a direction with priced phases than have you approve a large number for a specification nobody can fully predict yet.

Yes, and it is a large part of what we do. We connect ERP, CRM, HR and older line of business systems with reliable integrations so you can modernise incrementally rather than replacing everything at once. Where a full replacement is genuinely needed we usually propose a strangler pattern, routing functionality to new services progressively while the old system keeps running, with rollback available at each stage. The main risk in legacy work is undocumented behaviour something else quietly depends on, which is why discovery comes before any code.

By treating it as part of the delivery plan rather than an obstacle. That means engaging early with security review, agreeing how change requests and approvals will flow, working to your release windows, and supplying the documentation and evidence your assurance teams need in the form they need it. We work inside your existing tooling, your ticketing, your repositories and your review process, rather than running a parallel project. Programmes stall far more often on an unanticipated approval gate than on an engineering problem, so we map those gates during discovery.

Yes. We plan and execute migration to resilient, scalable cloud infrastructure with security designed in, which usually improves uptime and reduces the fragility of ageing on premise systems. The honest caveat is that cost savings are not automatic: a workload lifted and shifted without being re-architected frequently costs more to run, not less. We would rather assess which systems genuinely benefit from migration, which should be modernised first and which are stable enough to leave alone, than move everything and present the result as a success.

Yes. We supply dedicated senior teams that deliver within your processes and governance, giving you steady capacity without permanent hiring overhead, working in your tools and rituals rather than alongside them. This suits organisations with a continuing roadmap and internal approval cycles that make contract by contract engagement impractical. Where your intention is to build the capability internally later, we plan knowledge transfer deliberately rather than leaving you dependent on us, and we will say when a smaller or shorter engagement would serve you better.

That depends far more on design and rollout than on the technology, and it is the risk we push hardest on. Internal systems fail through non adoption more often than through defects: people revert to spreadsheets and email because those are faster for the task they actually have. We involve real users during discovery rather than only stakeholders, design for the frequent tasks rather than the complete feature list, and support the rollout and training. We also measure actual usage after launch, because assuming adoption is how these projects quietly disappoint.