How we build
Seven principles. They decide what gets built here — and what deliberately does not.
01
No specification to hand off
Specification and build come from the same hands. There is no handover at which domain knowledge is lost, and no question that costs two weeks because the author of the specification has left the project. Most recently demonstrated on a commission calculator for an insurer's sales force: specification, calculation logic and application from one person — in use by the sales partners.
02
Evidence, not trust
In liability-adjacent contexts every machine-generated statement is traced back to its source. A result you cannot check is not a result in insurance or property transactions — it is a liability.
03
Provider independence by design
No lock-in to a single language-model provider. Models stay interchangeable behind one interface, and the EU legal position enters the assessment as a selection criterion — not once legal counsel asks.
04
We build where it has to run
Not beside it, not as a study, not as a pilot with nowhere to go. A system that has never seen the conditions of its target environment will not withstand them later either.
05
Coverage, not a feeling of coverage
In core systems, coverage fails on combinatorics: tariff generations, contract states, commission tiers and clawback windows produce more cases than any one person writes down. The happy path gets tested and the edge cases surface in production. Language models are good at deriving candidate cases from a specification, and at reading the specification against the existing test set for gaps. A generated test case is therefore a proposal, not a check — which cases matter is a domain decision. That order is the difference between more test cases and more defects actually found.
06
Operations are part of it
Deployment, monitoring and incidents are part of delivery, not a follow-on topic. People who stop being responsible after go-live build differently — and worse.
07
Staffed by need, not by utilisation
Capacity and specialist knowledge are bought in per project — from partners who have already delivered, not from a payroll that has to be kept busy. The difference shows in who turns up: the person who is needed, rather than the person who happens to be free.
No ramp-up, no swapping in juniors
You work with the person who also wrote the proposal.