MVP Development

One core user workflow built to production quality: authentication, the primary feature, a basic admin view, analytics, and deployment. Integrations, billing, and secondary personas are deliberately deferred to phase two so the six-week deadline stays real.

No. We build MVPs on the same stack and standards as our long-term platform work — typed end to end, tested on critical paths, deployed through CI. Speed comes from cutting scope, not from cutting engineering quality.

One decision-maker available for a weekly 45-minute review, and answers to blocking product questions within one business day. Missed decision cycles are the single most common cause of MVP slippage, so we agree on that cadence before kickoff.

An MVP is quoted as a fixed price, billed in two instalments, covering discovery, build, launch, and the post-launch evidence review. There is no hourly overage, because the scope is fixed at the end of week one. We give you the number after that first week, not before we understand the problem.

An experiment designed to answer a specific question you cannot answer by thinking harder, usually whether people will change their behaviour to use your solution and pay for it. It is not a cheap version of the product. That framing determines what gets built and what can safely be left out.

Cost follows scope, and scope should follow the question being tested rather than the eventual product vision. Most useful MVPs reach real users in eight to twelve weeks. If a proposal runs substantially longer, the scope has usually expanded past the experiment into building the product it was meant to justify.

Almost everything that fails this test: if this were absent, would the experiment still answer its question? Administrative interfaces can be database queries. Onboarding can be a call. Settings can be hard-coded. Multi-user permissions can wait until a second person at the same company needs access.

Agree the criteria before launching, because afterwards every number can be narrated favourably. Useful metrics are behavioural and repeated: what proportion complete the core action once, what proportion return a week later, and what proportion pay when asked. Twenty users with twelve returning beats two thousand signups with three percent retention.

Some of it, deliberately. We accept mess in application logic, interface polish and test coverage of non-core paths. We do not accept it in the database schema, authentication or anything touching payments, because shortcuts there create problems that survive every subsequent rewrite.

Frequently, and it saves weeks. Delivering the outcome manually to a handful of customers reveals what the output should actually contain. Building the interface with a person behind it tests the workflow without the machinery. For B2B, a specific proposal to a named prospect signals more than any survey.