Twelve pilots, zero deployments, one more deck for the board.
Every pilot had an enthusiastic sponsor and no budget owner. Every consultant delivered a perfect PowerPoint. You need a small, fast team that puts a working thing in front of real customers, reports every week, and leaves you with evidence the board can act on - before it commits.
The innovation lab has a wall of sticky notes and a budget that disappears when the sponsoring executive moves on. Nobody on the team has started a company.
Internal IT quoted eighteen months and a roadmap slot in the next fiscal year. The business unit built something in a no-code tool instead, and now IT owns the risk without owning the code.
You're the one who has to put wins on the board. You need vendors who are small and fast, who show working software, and who don't need a dog-and-pony show to get started.
Prototypes, not slide decks. Customers, not committees.
Factories, hospitals, security platforms - and new segments carved out of existing products.
A layer over ERP for a regulated industrial group, running across several plants. Corporate security and private-cloud platforms under NDA. A telemedicine platform that went from a hospital pilot to an exit.
And the spin-off pattern itself: a new market segment tested by a separate small team on top of a platform with millions of users - without slowing the core team or diluting the core product. It became a product of its own.
We also run our own products. We know what "the board wants to see traction" means from the other side of the table.
Not a strategy engagement. Not an innovation lab. Not a body shop.
We don't deliver a roadmap and leave. If there's no code and no customer contact by week two, something has gone wrong.
The seniors you meet are the ones who do the work. No partner who presents and juniors who deliver; no account manager between you and the people in the repo.
We fit inside a pilot budget and a single purchase order. Invoice-based, EU VAT, start within a day, stop at any milestone.
Tell us the initiative, the sponsor and the number the board needs to see. We'll tell you what we'd test first.
We’re built for fast communication: no forms, no briefs, no call to book. Just write - a senior on the team replies directly.
Corporate innovation that reaches customers: validate before the board commits
"Innovation theatre" has become the shared vocabulary of people who run innovation inside large companies - not as a joke, but as a diagnosis. Labs with design-thinking walls and no shipped product. Pilots that each had an enthusiastic sponsor and no budget owner, so that twelve of them produced zero deployments. Consultants whose deliverable was a perfect presentation by a senior partner and whose actual work was done by people two years out of university. The pattern is so consistent that the fix is almost mechanical.
The budget owner in the room
The single most predictive factor for whether a corporate pilot turns into a deployment is whether the person who will pay for year one was present when it started. Enthusiasm from a sponsor is not budget. We won't begin without that person named and the decision criteria written down: what number makes the board say yes, and what happens to the team, the code and the customers either way. This takes a week of conversations and saves a year.
Prototypes, not slide decks
Enterprise product teams have started saying it out loud: they walk into customer meetings with working prototypes instead of decks, because the prototype forces honesty through reality. For a corporate spin-off, the prototype also does something a deck cannot - it exists outside the core systems, so it doesn't wait for a roadmap slot, an architecture review or a procurement cycle. It can be built in weeks by a small senior team, put in front of real customers or employees, and measured. Four working prototypes beat a sixty-slide PowerPoint because they produce numbers rather than opinions.
Spin-offs and new segments without slowing the core
When a company with a successful platform wants to enter an adjacent market, the usual approach is to give the work to the existing product team. The usual result is that features for the new market crowd out the needs of existing users, senior people get pulled into the new growth area, and both products slow down. The alternative - a separate small team that tests the new vertical with code, on top of the existing platform but without touching the core roadmap - is how a marine product for sailors was carved out of a weather platform with millions of users and became a product in its own right. The same structure works for an internal spin-off: separate team, shared assets, independent decision.
Small, fast vendors that put wins on the board
Executives with transformation budgets have described what they actually need: not another large consultancy, but small, fast vendors who help them put wins on the board, who can start without a nine-month procurement cycle and who show working software rather than a dog-and-pony show. That is the gap we fill. We fit inside a pilot budget and a single purchase order, invoice with EU VAT, start within a day and can be stopped at any milestone. If the result is a go, we build it, spin it out or hand it to internal engineering with tests, CI/CD and documentation. If it's a stop, you've lost weeks and gained evidence - which, for most corporate innovation portfolios, would be a first.
Frequently asked
We fit within pilot and innovation budgets and a single purchase order. EU entity, EU VAT, standard terms. Most clients start on a sponsor's discretionary budget and formalise after the first milestone.
We've built security and private-cloud platforms for corporations under NDA. Prototypes run on isolated infrastructure with synthetic or consented data unless your security team agrees otherwise.
If it should be handed over, it's built to be: tests, CI/CD, documentation, a review with their architects. If it should be spun out, it stays separate by design. We agree which it is before starting.
Yes, and it usually works best that way - they know the organisation, we bring the shipping. We don't replace them; we give them something to show.
That's why the budget owner and the decision criteria are written down on day one. A project with evidence and a named budget survives a reorganisation; a project with a champion doesn't.