Most agencies learn your industry on your budget
Why industry experience changes what a build costs
Domain knowledge is not a nice-to-have, it is a line in the budget. A team that already knows what a consent string is, why a production line cannot pause for a deployment, or what a regulator means by an audit trail skips the discovery phase everyone else bills you for and, more importantly, skips the wrong assumption that only surfaces in month five.
We work in nine sectors. In four of them we have delivered systems that are still running; in the others we know the rules and say so plainly rather than pretending to a history we do not have. That distinction is on this page deliberately.
Every sector has its own definition of urgent.
Find yours. We already know what breaks in it, and what that costs you.
- ADTECH - a hundred milliseconds, or the auction happened without youBidders, ad servers, exchanges, attribution and identity. Real-time systems where the latency budget is the specification and the privacy rules change faster than the roadmap. We have built in this market since before the cookie started dying, and it is still the deepest bench we have.
- MARTECH - the stack grew faster than anyone agreed toCustomer data platforms, orchestration, attribution and the consent plumbing underneath. The usual problem is not a missing tool, it is six tools disagreeing about who the customer is. We build the layer that settles the argument.
- MANUFACTURING AND PRODUCTION - the line does not pause for your deploymentMES and SCADA integration, OEE and downtime reporting, traceability, and getting shop-floor data somewhere a manager can act on it. Production software is judged by one question: did it still work during the night shift when nobody was watching.
- SEMICONDUCTORS AND HIGH-PRECISION - tolerances where a rounding error is scrapProcess and yield data, inspection pipelines, equipment integration and traceability at volumes that break ordinary tooling. High-precision manufacturing shares AdTech's two hardest problems — enormous data rates and no tolerance for being approximately right.
- FINANCE AND BANKING - every number has to be explainable twicePayment and reconciliation flows, core banking integration, KYC and AML, and reporting a supervisor can follow. The engineering constraint is not throughput, it is that any figure on a screen must be reconstructable from the audit trail months later.
- PUBLIC SECTOR - procurement is part of the architectureSystems that have to satisfy accessibility standards, records retention, open-data obligations and a procurement process that reviews the documentation as closely as the software. We know how the paperwork works, which is most of the difficulty.
- IT AND RESEARCH INSTITUTIONS - infrastructure other people depend onRegistries, network and monitoring platforms, incident handling and reporting systems for organisations whose users are other organisations. Different failure mode entirely: nobody notices it working, everybody notices it stopping.
- EDTECH AND TRAINING - learning that has to prove it happenedCourse platforms, SCORM and xAPI, assessment, certification and reporting. The hard part is rarely the video player. It is tracking completion in a way an auditor, an employer or a funding body will accept as evidence.
- SOFTWARE COMPANIES AND AGENCIES - the team behind the teamWhite-label engineering for agencies and product companies who have the client and the roadmap but not the capacity. Under your name, to your standards, invisible in the credits if that is the arrangement.
Dig a little deeper. You'll like what you find
Not industries in the abstract. The specific things that break in them
Every sector has a handful of systems that everything else depends on, and a handful of words that mean something different inside it than outside. These are the ones we work with directly.
OpenRTB bidders, ad servers and supply-path plumbing
Consent frameworks, identity graphs and post-cookie identifiers
Customer data platforms, attribution and marketing automation
MES and SCADA integration, down to the line that cannot stop
OEE, downtime and quality data that production actually trusts
ERP integration where the ERP is not negotiable
Traceability and genealogy records that survive an audit
Fab and yield data, inspection and process-control pipelines
Equipment and sensor data at volumes that embarrass a spreadsheet
Core banking and payment integrations, with reconciliation that balances
KYC, AML and the audit trail a supervisor will ask to see
Public-sector procurement, accessibility and records requirements
Registry, network and incident-handling systems for IT institutions
Learning platforms, SCORM and xAPI, assessment and certification
The system everyone in your industry complains about and nobody replaces
You found yours at the top. Here's what we actually do inside it.
Regulation is a design input
We integrate with what you can't replace
Downtime means different things to different people
Your words, not our glossary
We'll tell you if we're the wrong shop
Tell us your three hardest constraints
For a brochure site, no. For a system that touches a regulator, a production line or a payment, it changes both the price and the risk. Industry experience mostly buys you two things: a shorter discovery phase, and fewer wrong assumptions baked into the data model before anyone notices. The second is the expensive one — a misunderstanding about how your business actually works usually surfaces in month five, when it is structural rather than cosmetic.
A Manufacturing Execution System sits between the machines on the floor and the business systems above them, so integrating with it means reconciling two worlds with opposite assumptions. The shop floor runs continuously, tolerates no downtime and speaks in equipment protocols; the business layer runs in batches and speaks in orders and invoices. Most of the work is agreeing what a unit of production actually is, in a way both sides accept.
Yes, and that is usually the right answer. Replacing an ERP is a multi-year programme that rarely pays for itself, while building around it – proper integration, a clean data contract, keeping the ERP as the system of record – gets you most of the value in a fraction of the time. We would rather make an unloved system behave than argue for its removal.
Compliance goes in with the architecture, not after it. That means the lawful basis for processing, the audit trail, data residency, retention and the accessibility standard are settled before the first sprint, because each one constrains the data model. Retrofitting any of them is a rebuild wearing a smaller word.
We assess them, and we are candid about eligibility. Some tenders require certifications or reference projects we do not yet hold, and we will say so rather than submit a bid that wastes everyone’s time. Where we are eligible, we bid directly or as a technical partner to a prime contractor.
Anything requiring a certification we do not hold or a regulatory regime we have not worked inside – medical devices and aviation safety systems being the clearest examples. We will say so on the first call. A supplier learning your compliance regime at your expense is an expensive way to find out.
No. The list reflects where we have depth, not the limits of what we can build. Most domains are a fortnight of reading plus the right questions asked of the right people, and we will tell you honestly whether yours is one of those or one where you should hire a specialist instead.
Start with the part nobody outside your industry understands
no glossary required