Your team does the work, and we bring the experience of having done it many times before. We review each stage before you move past it, help you make the hard calls, and point you to partners when one would solve the problem faster. When a piece gets stuck, we can take that piece. You leave with a site your team built and knows how to run, and a sales team ready to sell with it on day one.
Recurring sessions with your crew, to make sure things are on course and to provide options and guidance for the hard decision along the way.
Whether its putting together the route, helping you through a particularly tough part of the journey, or the full traverse. You choose how much help you need.
Discovery first. We'll sit down and look at the map together to find the best path and figure out what resources we have and which ones we'll need.
Your team owns the build. We are the pilot on board, not the crew.
Plenty of teams can build this. What most of them do not have is somebody who has run the same build many times and knows which decisions are expensive to reverse. That is a different thing from more hands, and it costs a good deal less.
Catalog and data before design. Design before development. Integration before QA. Every stage has a point where moving on gets costly to undo, and that is where a second set of eyes earns its keep. If a stage is not ready we say so, and we say what would make it ready. You still make the call.
Sometimes the fastest path is an app or an integration platform rather than something built from scratch. Sometimes you already pay for one and are using a third of it. We tell you which, and we help you ask your existing partners the questions that get better answers out of them.
You do not have to hand over the whole build to get help with the part that is holding it up. And if the project has stalled altogether, we can finish it with you. It has happened to everyone.
Most teams start with coaching and stay there. Some hand over one hard piece. A few come in after a build has stalled. Nothing here commits you to the next thing.
A recurring cadence with the team doing the work, a review at each stage gate, decision support on the calls that are hard to reverse, and partner recommendations. A monthly retainer with a minimum term, because anything shorter is not long enough to be useful to you. Discovery comes first.
We take a specific hard piece while your team keeps the rest. Usually catalog and pricing data, integration architecture, or QA against real accounts and real orders. Each piece is scoped and quoted on its own, and it ends when the piece is done.
A paid build review of what exists, then a scoped takeover if you want one, with coaching fees already paid partly credited against it. The review is useful on its own, and plenty of teams take it and finish the build themselves.
The common shape: capable people, a build that is bigger than anything they have shipped, and no way to tell which of this week's decisions is the one that matters.
A developer or two and somebody who owns the catalog, taking on a first B2B build with company accounts, price lists and an ERP on the other side of it.
The systems knowledge is already there. The commerce patterns are new, and the integration is where most of the risk actually lives.
You have an agency or a contractor and you want somebody in your corner reading the plan, the scope and the change orders who is not the firm writing them.
Months in, past the date, and nobody can say plainly what is left. The review is the fastest way to find out, whoever ends up finishing it.
Discovery comes first, because we cannot coach a build we have not looked at. After that it is coaching, a specific piece, or the whole finish. Everything is scoped and quoted before it starts, and none of it obliges you to buy the next thing.
Coaching runs on a cadence your team sets, with a review at each stage gate. When a stage is not ready, we say so and we say why. The point is not that we approve the work. It is that you move forward on decisions you can defend, with the risk named out loud before you take it.
If a build stalls and you want us to finish it, the review comes first and the takeover is scoped from it. Coaching fees already paid are partly credited. We will also tell you when finishing it yourselves is the better call, because sometimes it is.
A build that ran past its date is not a sign your team is bad at this. It usually means a decision got made early and quietly that nothing downstream could recover from.
The review finds that decision. Sometimes the fix is small. Sometimes a piece has to be rebuilt, and knowing that in a week beats finding out in another quarter.
The stages we review against are the same nine we run on our own builds, and they come from two decades of running them: catalog and data, design, development, integration, QA, launch, hypercare. The pattern of where a build goes wrong is remarkably consistent, and that consistency is the whole product here.
Behind it is two decades of commercial leadership, including co-founding an eCommerce agency that reached the Inc. 5000 four years running and a leadership role at a firm that reached No. 334 on the Inc. 500. Those results belong to those firms and their clients. The judgment came along.
It is consulting with a specific shape. There is a real build, it has stages, and we review each one before you move past it. The output is not a deck. It is a decision at every gate and a written record of what was decided and why, so six months later nobody has to reconstruct it from memory.
Then coaching is often more useful, not less. You get somebody reading the plan, the scope and the change orders who is not the firm writing them. This is not about undermining your partner. Most of the value is helping you ask the question that gets a better answer out of them, and telling you when their answer was already the right one.
Because we cannot coach a build we have not looked at, and because most of what goes wrong in these projects is decided before anyone writes a line of code. If you already have a plan, Discovery becomes a review of that plan rather than a replacement for it, and it costs less.
Yes, and sometimes that is the right answer. The B2B eCommerce practice runs the full build, start to finish. If that fits where you are better than coaching does, we will say so on the first call rather than selling you a cadence you do not need.
We say so, we say what would make it ready, and we say what it likely costs to move on anyway. Then you decide, because you are running this build. What you are buying is that the risk gets named out loud before you take it, not that somebody else takes it for you.
Coaching is a monthly retainer with a minimum term, scoped to the size of the build and the cadence your team needs. Hands-on pieces and a finish are scoped and quoted on their own. You get the number before anything starts, and the first conversation is free.
You do, throughout. Your team builds it, your team runs it, and the documentation stays with you. If we take a piece, that piece is written so your team can maintain it without us. The point of coaching is that you are more capable at the end than you were at the start.
Start with a conversation about the build, the team doing it, and where you are least sure. We will listen, share what we have seen go wrong at that stage, and tell you plainly whether coaching is the right shape of help.