What We Decline

Drawing on the practice of informed consent in medicine, before accepting an engagement we make clear both what you will get and what you will not. We start a project only when both sides genuinely agree.

We generally decline engagements that fit the following patterns:

• Expectations of major effort reduction without changing the underlying workflow
  . When inefficiency is embedded in the workflow itself, changing the system alone does not produce efficiency. If we judge that the desired outcome and the requested scope diverge, we will propose realistic alternatives — but we will not accept the request as-is.
• Long-term on-site staffing billed by person-months
  . We do not use a business model that sells time. Minimizing effort is what creates value for the customer, and we want to be on the side that delivers that.
• Effect descriptions stated as large numbers without basis
  . We cannot promise figures like "50% reduction in effort" without a source. We understand the need to persuade decision-makers, but if all stakeholders cannot agree based on accurate information, we generally decline.
• Engagements where switching costs are to be ignored
  . Migration from existing systems always involves learning costs, mismatches with historical data, and resistance from the people doing the work. Engagements that treat these as non-existent invariably fail late, so we ask for a relationship where they can be discussed openly upfront.

Declining is a decision made to avoid wasting time and money on both sides. Even when the fit is wrong, we try, within reason, to suggest the next option for you.