See what is slowing your site down, right now
We sell engineering, so we lead with a measurement instead of a promise. Run a real audit on your own domain and read the result before you read a word about us.
Mobile strategy, Google PageSpeed Insights. Takes 20 to 60 seconds. Nothing is stored.
- Performance
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- Accessibility
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- SEO
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- Practices
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- LCP
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- CLS
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- Blocking
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AI product engineering for companies that already have systems
Most of our work starts where a greenfield build ends: a vendor system that cannot be changed, a monolith that cannot stop, a compliance clause that rules out the obvious answer. That constraint is the job, not an obstacle to it.
We are a small senior team. Every engagement has a named baseline before it has a plan, and a named internal owner before it ends.
Operating principles
- Measure before you build. No baseline, no project.
- Write down the option you rejected and why.
- The smallest change that moves the number wins.
- If your team cannot run it without us, we failed.
Six pillars, one engineering standard
Client names withheld, numbers are not
Every engagement below is real and anonymized to the level the contract allows. Figures carry the measurement window that produced them.
A tracking portal that stopped queueing behind itself
Peak hour timeouts on a shipment tracker, caused by a vendor system nobody was allowed to touch.
- p95 response
- -89%
- Throughput
- +290%
- Tickets
- -54%
CS-2025-01
The chatbot we talked them out of building
Losing deals to response time, with every proposal assembled by hand from prior engagements.
- Turnaround
- -96%
- Hours returned
- +58
- Win rate
- +11%
CS-2025-07
Deleting nine apps beat rebuilding the store
A Shopify storefront carrying fourteen apps, losing mobile buyers before the page finished painting.
- Mobile LCP
- -69%
- CLS
- -89%
- Conversion
- +28%
CS-2025-03
Where the twenty eight engagements sit
Counts include work we cannot publish. Each row is a sector we have shipped in, never one we would merely consider.
| Sector | Engagements | Pillars used |
|---|---|---|
| Logistics | 4 | Platforms, Data |
| Fintech | 5 | Data, Compliance |
| E-commerce | 4 | Website, Growth |
| Healthcare | 3 | AI, Compliance |
| Education | 3 | Growth, Platforms |
| Manufacturing | 2 | Platforms |
| Professional services | 3 | AI, Leadership |
| Real estate | 1 | Website |
| Media | 1 | Leadership |
| Retail | 2 | Compliance |
Technologies with shipped engagements behind them
Not a list of things we have read about. Each figure is the number of engagements where this was load bearing in production.
Four phases, and you can stop after any of them
Assess
Measure the baseline before proposing anything. If there is no baseline we build one first.
Decide
Target design with the rejected alternatives written down, so the choice is auditable later.
Build
Reversible increments behind flags. Every deploy measured against the baseline.
Hand over
Runbook, named internal owner, and the metrics your team watches after we leave.
We publish our own numbers because we sell them
An agency that sells performance and ships a slow site has answered the question already. Every figure is a Lighthouse run against this build, including the mobile one that is not flattering.
Lighthouse desktop, every route tested
Lighthouse mobile, throttled 4G
WCAG 2.2 AA, zero failing audits
CLS on every route tested
Slowest route measured
Throttled 4G. The React runtime is the floor
Attributed by role and sector, never by name
They focused on bottlenecks before writing a single feature.
Head of Operations, logistics
The most valuable recommendation was what not to automate.
Managing Partner, professional services
Performance work produced results faster than a rebuild would have.
Founder, direct to consumer retail
Who this works for, and who it does not
Saying no to the wrong engagement is the cheapest thing either of us can do. Here is where we are honest about it.
A good fit
- You already have systems, customers and revenue to protect
- Someone internally can own the change after we leave
- There is a number that should move, and you know which one
- Procurement, security and legal are part of the plan, not a surprise
Not a fit
- You want a demo for a board meeting rather than a system in production
- The deadline is shorter than the shortest honest path to the outcome
- Success is defined as shipping rather than as a measured change
- The work has no owner with authority to approve a decision
Start with a measurement, not a meeting
Run the audit above, or buy the two week assessment and bring a real report to the first call. Either way you arrive with data instead of a brief.