For owner-led SMEs
Your company runs on software nobody in the building can check.
You didn't set out to become a software company. Now there's a supplier you can't verify, a bill that grows every year, and a business that stops when the platform does. I sit on your side of the table.
The situations
- The supplier. An agency or software house that misses every date and answers every question with an invoice. The portal shipped in 11 weeks after eighteen months of that.
- The bill. Cloud, licences, and maintenance that rise every year with nothing new to show for it. Usually it is debt and unowned architecture, priced per month.
- The lead developer. One person holds the whole system in their head. Nobody can check them, replace them, or promote them properly.
- The team without a shape. 5 to 40 people in and around software, grown one urgent hire at a time, and no one senior watching the whole.
No board, no round, real money
There is no funding round behind this work. It comes out of the operating budget, so it is smaller, shorter, and has to earn its own fee. Most SME engagements start with the advisory option, 2 to 4 days a month, or with the diagnosis. Often that is all that is needed: a cost and debt review, one or two people-decisions that have been postponed for a year, and a lead engineer promoted into a job with a proper mandate.
How it starts
A 15-minute call first. Then a 3-week diagnosis at EUR 9 500, fixed: I talk to everyone who touches the software, read the contracts and the bills, and put what I find in writing. You decide what happens after, including nothing.