Engagement models
Pick the commercial shape. The engineering standard stays fixed.
Every model runs the same five-phase methodology and the same senior teams — what changes is how scope, time, and ownership are structured.
Fixed-scope delivery
A defined blueprint, a defined price, defined dates. The right shape when the Define phase is complete and the destination is agreed.
Best for
- · First platform build with Brihat
- · Board-approved budgets
- · Regulated procurement processes
Included
- Solution blueprint as the contract baseline
- Phase-wise pricing tied to delivered outcomes
- Fortnightly demos on live environments
- Change requests versioned and priced transparently
- Prove phase (security, performance, UAT) before go-live
Dedicated team
A named Brihat squad — engineers, design, delivery lead — embedded with your organisation and sprinting on your priorities, month to month.
Best for
- · Evolving roadmaps
- · Long-term platform programmes
- · Scaling an internal tech function
Included
- Stable, senior, named team (no rotation)
- Your priorities, our delivery discipline
- Monthly commercial cycle, quarterly reviews
- Direct access to every engineer
- Knowledge base maintained as we build
Build–Operate–Transfer
We build the platform, run it in production until it's boring, then transfer a working system — with a trained team and complete documentation.
Best for
- · Organisations building internal tech capability
- · New digital ventures
- · PSU & institutional programmes
Included
- Full build under Brihat accountability
- Operate period with SLAs and on-call
- Hiring support & training for your team
- Structured handover with parallel-run
- Post-transfer support runway
Not sure which fits? That's a normal outcome of a discovery call — the model recommendation is part of the blueprint we hand you.
Side by side
The same three models, on the axes you are comparing.
| Fixed-scope delivery | Dedicated team | Build–Operate–Transfer | |
|---|---|---|---|
| Best when | The destination is agreed and a blueprint exists. | The roadmap will evolve and priorities shift quarterly. | You want the capability to end up in-house. |
| Who carries scope risk | We do, within the agreed baseline. | You do — you set priorities each sprint. | We do during build, you do after transfer. |
| How it is priced | Phase-wise against delivered outcomes. | Monthly by team composition. | Monthly during operate, fixed fee at transfer. |
| Minimum commitment | A phase. | Three months. | Eighteen months of operate. |
| Changing direction | A priced change request before work starts. | Next sprint, at no commercial cost. | Next sprint during build; transfer terms are fixed. |
| How you leave | At the end of any phase, with that phase's artefacts. | Thirty days' notice. | On the transfer date, or earlier by agreement. |
What it costs
No number here. These are the things that move it.
Scope drives price, and a figure without scope is a guess that one of us later has to defend. These are the six things that actually change an estimate — in roughly the order they change it by.
Integration surface
How many systems have to keep working, and how well documented they are. This is the single largest driver and the one most often underestimated — usually by whoever wrote the RFP.
Process variance
One way of doing things across five plants costs a fraction of five ways across five plants. Harmonising before building is often the cheaper project.
Data condition
Migrating clean data is a task; migrating contested data is a project. The reconciliation nobody scoped is where months go.
Regulatory obligation
Audit trails, retention, residency and the review you have to pass. Cheap to design in at architecture, expensive to retrofit at acceptance.
Non-functional targets
Concurrency, latency and uptime. The difference between 99.5% and 99.95% is not a setting; it is an architecture and an on-call rota.
Your availability
The one driver on your side of the table. Decisions waiting a fortnight for a committee slot lengthen an engagement more reliably than any technical difficulty.
A discovery phase ends with a costed, phased plan. That is the first point at which anyone can give you a number worth relying on — and you keep it whether or not we build.
The paperwork
How the contract is shaped.
The clauses that decide what happens when something changes — which is the part of a commercial arrangement that gets tested.
Payment against milestones
Tied to delivered outcomes rather than elapsed calendar time, so an invoice always corresponds to something you can look at. Discovery is invoiced separately from build, because it is separable.
Change requests, priced before work
Scope changes are estimated, agreed in writing with the schedule impact stated, and only then started. Nothing is absorbed quietly — that is how a committed date silently becomes untrue.
Switching models mid-engagement
Common and expected. Most programmes start fixed-scope for the first platform and move to a dedicated team once the roadmap outruns the blueprint. It is a contract amendment, not a renegotiation.
Transition and exit
Exit assistance at standard rates, with no penalty clause. The handover pack is current because it was a deliverable at every release rather than a promise for the end.
IP and source
Yours from the first commit, in your repository, with no runtime licence back to us. Source escrow available where your risk function asks for it.
Liability and insurance
Professional indemnity in place, with the cap negotiated against engagement value rather than fixed by us. The certificate is supplied at contract stage.
Commercial questions
Asked in most first meetings
We do not publish prices, because scope drives them and a figure without scope is a guess one of us later has to defend. What we will tell you is what moves the number: integration surface, process variance, data condition, regulatory obligation, non-functional targets, and your own availability.
Next step
Bring us the problem. We will bring the architecture.
A discovery call takes forty-five minutes. You leave with our read on the problem, the shape of the system we would propose, and a straight answer on whether we are the right team for it.
- No sales deck
- An engineer on the call, not an account manager
- NDA before you share anything