Industries
Sector context changes what good looks like
Healthcare
HIPAA-aware digital work for providers, payers and health tech.
Financial Services
Software and growth for banks, lenders, advisors and fintech.
Logistics & Transportation
Visibility, dispatch and margin control for carriers, 3PLs and brokers.
Manufacturing
Shop floor to boardroom systems for US manufacturers.
Ecommerce Brands
Growth engineering for direct-to-consumer and online retail.
SaaS & Technology
Product engineering and demand generation for software companies.
Professional Services
Growth systems for firms that sell expertise.
Real Estate
Lead generation and technology for brokerages, developers and proptech.
Construction
Field-to-office systems for contractors and builders.
Retail
Connecting stores, online and everything between.
Restaurants & Hospitality
Filling tables and protecting margin against delivery platforms.
Travel & Hospitality
Direct booking growth against OTA dominance.
Education
Enrollment growth and learning technology for institutions.
Government Contractors
Compliance-aware technology for firms serving federal and state agencies.
Startups
Building the first version without building the wrong thing.
Regulatory surface
The rules that decide what can be built
- HealthcareHIPAAHITECH42 CFR Part 2ADA & WCAG 2.2 AAState privacy lawsTCPA
- Financial ServicesGLBASOC 2 Type IIPCI DSSFINRA & SEC advertising rulesECOA / fair lendingCCPA / CPRA
- EducationFERPAADA & Section 508Title IV marketing rulesCOPPAState authorization requirements
- Government ContractorsCMMC 2.0NIST 800-171FedRAMPSection 508FAR / DFARSITAR where applicable
Naming a framework means we have built inside its constraints, not that we are your compliance counsel. Your regulatory function signs off; our job is to hand them something that passes.
What repeats
Four problems that look sector-specific and are not
A process that lives outside the system of record
Someone maintains the real workflow in a spreadsheet, a shared inbox or their own head, because the official system was designed around billing or reporting rather than around the job. The fix is almost never replacing the system of record — it is building the thin layer the staff already improvised, properly.
Demand that arrives faster than intake can absorb it
Marketing works, volume rises, and the bottleneck moves to qualification, scheduling or fulfillment. Spending more at the top of the funnel at that point makes the problem worse. We measure where the queue actually forms before recommending anything upstream of it.
Reporting nobody trusts
Two systems disagree, so leadership relies on an analyst's monthly reconciliation and decisions wait on it. This is a definitions problem far more often than a tooling problem, and it is solved by agreeing what each number means before choosing where it lives.
Integration held together by one person
A nightly export, a script on someone's machine, a manual re-key between two vendors. It works until that person is on vacation. Making it boring — retryable, monitored, documented — is usually a two-week job that has been deferred for three years.
Honesty policy
If your sector is not here, say so anyway
Next step
Bring us the specifics of your industry
Regulation, buying cycle, legacy systems, seasonality — the constraints are the interesting part. Tell us yours.
No pitch deck. A 30-minute conversation about what you are trying to achieve.