01
Access before ideas
We only start where a partner can already reach the market. An idea without a route to a first customer is a hobby, and the group has enough of those to choose from.
Approach
One loop, run in three markets.
Every pillar runs the same five steps. What differs is the market, the lead partner and the speed. The discipline comes from the loop being identical: a capability that cannot survive step three never reaches step four.
- Typical engagement
- 3 to 12 months
- Team size
- 2 to 8 people
- Working across
- United Kingdom and Ireland
01
Find
An opportunity worth pursuing, in a market a partner can already reach. Access before ideas.
02
Build
The technology and the experience for one real business, with a real customer and a real deadline.
03
Prove
Run it in a live operating environment until it measurably improves the business. No pilots, no demos.
04
Productise
Separate what is reusable from what is specific. Package it, price it and document it as a product.
05
Scale
Sell it to the rest of the market, or spin it out as a venture with its own capital and leadership.
The rule that makes it work
Nothing is productised that has not first been proven inside a business that was paying for the outcome. That single rule is what separates P& from a group guessing at a product.
Studio image / People & partnership
Principles
Four things we hold to.
02
Prove it in a business that pays
Nothing is productised on the strength of a pilot. It has to run inside a live operation, for a customer who is paying for the outcome, until the numbers move.
03
Separate the reusable from the specific
Client-specific rules live in configuration, not in code. That discipline costs roughly 15 to 20% more engineering time up front, and it is what turns a bespoke build into a platform.
04
Fewer people, closer to the work
The people in the first meeting are the people who do the work. No London tower, no six layers of management, no utilisation target that forces the wrong people onto the job.
Why it compounds
Each turn makes the next one cheaper.
The flywheel is not a metaphor here, it is a cost curve. Every capability built once and reused reduces the delivery cost of the next engagement in every other pillar.
Services fund products
Commerce cash pays for Operations engineering. No external capital required.
Live businesses prove products
Two of the three pillars are already trading. They are the test environments no competitor has.
Shared IP cuts delivery cost
Accelerators built once lift gross margin across every pillar that reuses them.
Ventures create equity
The only value form that is not capped by how many hours the group can sell.
Packages and price
Published, because the alternative is quote-only.
Three subscription tiers with their implementation fees, written down rather than quoted on request. Every vendor we benchmarked in these markets sells through opaque, quote-only pricing, which is precisely why ours is on the website.
Essential
Tier 01
One site, a handful of systems, a small office team.
£295 a month
or £2,950 a year, saving £590
£4,500 implementation
Standard
Tier 02
A growing operation with a fleet, a warehouse or both.
£595 a month
or £5,950 a year, saving £1,190
£8,500 implementation
Pro
Tier 03
Several sites, fleets or trading entities under one group.
£1,150 a month
or £11,500 a year, saving £2,300
£12,500 implementation
All prices exclude VAT. Implementation is charged separately from the subscription and is not included in it. Annual billing is twelve months for the price of 10.
Working together
Bring us the version that is not solved yet.
The useful conversations tend to start before the brief is tidy. If you can describe the problem, that is enough to begin.