Consulting
Three ways in.Same system,three depths.
Every engagement starts with the same free call. On that call I will tell you which of the three you actually need, and reasonably often the answer is none of them.
- Remote · Islamabad, PKT
- 6 products shipped
- 5 clients advised
- 15+ people trained
The three engagements
Pick by what is stuck, not by budget.
These are not tiers of the same product with more of it in the expensive one. They solve three different problems, and buying the wrong one is worse than buying nothing.
30 minutes
The Strategy Call
Free
You describe what you are trying to ship and where it is stuck. I tell you what I would do. That is the whole call.
- A direct read on whether your bottleneck is spec, scope, or genuinely engineering capacity
- The specific first workflow I would change this week
- An honest answer on whether you need me at all
- Recording and written summary afterwards
2 weeks
The Build Sprint
[PLACEHOLDER: Build Sprint price]
We do not talk about the system. We use it, on your real codebase, to ship one thing you have been stuck on, and you keep the method afterwards.
- Two weeks working directly on your product, not a sandbox
- One real feature or MVP shipped to production
- Your specification templates, written against your actual stack
- Claude Code configured for your repo: CLAUDE.md, skills, hooks, permissions
- Recorded working sessions you can hand to a new hire
- Four weeks of async follow-up after we finish
90 days
Team AI Adoption
[PLACEHOLDER: Team engagement price]
For teams where the licences got bought and nothing changed. We rebuild the workflow around the tool instead of bolting the tool onto the workflow.
- Audit of how your team actually ships today, not how the process doc says they do
- Live training for product and engineering, run separately: they have different problems
- A shared spec standard the whole team writes against
- Repo-level configuration and review conventions
- Adoption metrics so leadership can see what the spend bought
- Monthly working session for the full 90 days
Who I turn down.
I say no to about as many enquiries as I take, and it is nearly always for one of four reasons. You want the thing built and handed over: I do not do agency work, and a sprint where you learn nothing is a sprint that has failed. Nobody on your side has half an hour a day: two weeks of my time against none of yours produces something your company cannot maintain. You have not decided what to build: this compresses a decision you have already made, it cannot make one for you. Or the honest read is that your bottleneck is money, hiring or distribution rather than shipping speed, in which case I am an expensive way to not fix it.
None of that costs you anything to find out. It is what the free call is for, and it is the reason the call has no pitch attached to it: the qualification runs in both directions and I would rather lose the fee than the fortnight.
Risk
The refund, and exactly what it covers.
The risk is mine, not yours. If you finish the first week of a Build Sprint and do not believe it will pay for itself, tell me and I refund it in full. I have never had to, but the offer is real and it is in the contract: I would rather lose a fee than have someone tell five people it was not worth it.
That promise covers the Build Sprint. It does not cover the free call, which costs nothing, and it does not cover the ninety-day team engagement, because ninety days of a team's attention is not something a refund makes whole; the protection there is a first fortnight that is observation only.
After you book
What actually happens next.
Written out because the reason people do not book calls like this is that they cannot picture them, and vagueness reads as a sales funnel.
01
You pick a slot
Nothing is charged and nothing is committed. If you need to move it, move it; I would rather that than a call you take badly from a car park.
02
You get one email, with three questions
What are you trying to ship, where did it stop, and what have you already tried. Answering those properly is the whole difference between thirty useful minutes and a get-to-know-you.
03
We do the thirty minutes
You talk first and for longer than you expect to. I ask the awkward questions in the middle, and in the last ten minutes I tell you what I would do about it.
04
You get the recording and a written summary
Both are yours to forward. If the useful part of the call was something you need to convince a co-founder or a VP of, forwarding the summary is more persuasive than repeating it.
05
If an engagement is the right answer, I say so on the call
Sprints go through a short written brief afterwards (one page, mostly about scope) so that the thing we ship is agreed before anyone invoices anything. [PLACEHOLDER: how long a sprint application takes to get a reply]
Start here
Everything starts with the same free call.
Thirty minutes, no pitch, and a written summary either way. If a sprint is the right answer I will say so, and if the honest answer is that you do not need me this quarter I will say that instead; most of these calls end with somebody getting a useful answer and not spending any money.
P.S. If you are deciding between the sprint and the team engagement, you are probably looking at the sprint. The ninety-day programme is for teams where the workflow itself is the problem; if one person is the bottleneck, fixing the workflow is a very slow way to fix one person.