STRTGY
We validate value. Then we bill.
We agree on a value target, a baseline, and a measurement method with your Finance team. We execute a twelve-week cycle, validate the value generated at the end, and bill after that validation. Each project contract defines the scope, amount, payment terms, and what happens if the target is not met.
The twelve-week cycle is our delivery model, not an unconditional ROI guarantee. Targets, measurement, and acceptance are agreed for your operation in each proposal.
When is payment due?
We bill after validating the value generated at the end of the cycle. The project contract specifies the amount, payment terms, and how any deviation from the agreed target is handled.
From objective to impact
- AgreeTarget, baseline, and measurement with Finance.
- ExecuteA twelve-week cycle with a defined scope.
- ValidateValue delivered at the end of the cycle.
- BillAfter validation, as agreed in the contract.
How it works
Twelve weeks, three moves, Billing after value validation
Every project follows the same mechanism: agree on a target and its measurement with Finance, execute a twelve-week cycle, and validate value at the end. Subsequent cycles and their scope are agreed based on priorities and evidence.
Weeks 0 to 2
Set the Approved Value Baseline
We define the team and its responsibilities according to the scope, bring authorized data into the project environment, and agree on an Approved Value Baseline with Finance. The target, measurement method, and payment terms are documented in the contract before execution.
Weeks 2 to 9
Deliver against the baseline
Senior operators handle judgment, and AI agents support execution in the operation. We track progress against the baseline using the agreed instrumentation to validate value at the end of the cycle.
Weeks 10 to 12
Verify the value, confirm the outcome
At the end of the twelve-week cycle, your Finance team validates the value delivered against the agreed baseline and measurement method. We bill after validation, according to the amount and payment terms set out in the project contract.
Named operators, AI agents, a baseline your stakeholders sign off on.
The contrast
Three engagement models. Different incentives.
We bill after Finance validates the value delivered at the end of the cycle.
Comparative reference
Time and materials
You pay for hours and inputs, whether or not a metric changes.
No baseline or definition of success agreed in advance.
All the outcome risk sits with you; the meter keeps running anyway.
The incentive is to bill more effort, not deliver the outcome faster.
Value is discussed at the end, not verified against a written target.
Comparative reference
Staff augmentation
You rent people by the month with no stake in the outcome.
Headcount grows linearly with the problem, so cost follows volume.
Often a staffing pyramid with junior staff learning in your operation.
No instrumentation or stakeholder sign-off on value.
You take on all the risk and all the integration work.
The STRTGY model
Outcome-linked model
This is the model we work with.
We bill after Finance validates the value delivered at the end of the cycle.
Approved Value Baseline set in Week 2 with your ROI-approving stakeholders.
Senior experts and AI agents with roles defined according to the project scope.
You buy an outcome verified against the baseline, not effort.
The project contract defines what happens if the agreed target is not reached. The applicable terms are agreed for each project, not assumed to be a universal condition.
Commitments
Delivery principles
These principles guide delivery. We agree on the target and its measurement with Finance, validate value at the end of the cycle, and bill afterward. Each contract defines the scope, amount, payment terms, and how unmet targets are handled.
01
Value-based fees
Fees linked to the value we deliver, measured against a baseline your Finance organization approves. When the lever is a P&L metric you can measure, we price against it, not against hours.
02
Twelve-week cycles
We work in twelve-week delivery cycles. Scope, the approved value baseline, acceptance criteria, and contractual terms are defined in each proposal.
03
Transparent resource plan
Team and responsibilities defined according to scope. Team composition, continuity, and replacement are agreed in the project proposal and contract.
04
Auditable by design
Every request, decision, and outcome in the log. Governed, traceable execution you can hand to audit, with terms for the use and handover of deliverables agreed for each project.
DIRECT LINE
Put a number on the line this quarter.
Twenty-five minute call. A Cycle 1 sketch tied to a real P&L number in your operation, the baseline mechanics, the named operators, and how outcome-staking works. No slides, no obligation.
Frequently asked questions
Frequently asked questions
Questions a buyer actually asks.
How is each outcome-linked cycle paid for?
We bill after validating the value generated at the end of the cycle. The project contract specifies the amount, payment terms, and how any deviation from the agreed target is handled.
What is the Approved Value Baseline?
The Approved Value Baseline is the written agreement, set in Week 2 with your ROI-approving stakeholders (the Finance lead, COO, or operations owner closest to the P&L), that defines what we measure, how we measure it, and what counts as Value Created. It turns a vague promise of improvement into a metric your own people approved in advance. In Week 12, those same stakeholders verify the outcome against that baseline, which is what the cycle is paid for.
What happens if the value is not delivered?
The project contract defines what happens if the agreed target is not reached. The applicable terms are agreed for each project, not assumed to be a universal condition.
How is this different from time-and-materials billing?
Time-and-materials billing charges you for effort and inputs: hours, positions, and day rates. You take on all the outcome risk, and the meter keeps running whether or not the work moves a metric. Staff augmentation is the same exchange under another label: renting people by the month with no stake in the outcome. Our outcome-linked model reverses that. We define senior roles according to the scope, put AI agents in charge of volume, set a baseline your stakeholders approve, and bill after Finance validates the value delivered. You buy a measured outcome, not a timesheet.
DIRECT LINE
Put a number on the line this quarter.
Twenty-five minute call. A Cycle 1 sketch tied to a real P&L number in your operation, the baseline mechanics, the named operators, and how outcome-staking works. No slides, no obligation.
Let’s talk about your operation