hoomaraThe dependency business model
Most consulting economics reward the opposite of independence. The longer the client needs you, the better the account looks — so scopes stretch, knowledge stays with the vendor, and the handover somehow never quite arrives. Nobody plans it maliciously; the incentive does the work.
Our founding standard is the inverse: if you are still dependent on us when we are done, we have failed.
What designed-to-end means in practice
Exit criteria are written on day one — what your team must be able to run, extend and explain without us. The build happens embedded, with your people, inside your systems, so the knowledge transfer is the work rather than a workshop at the end. Documentation and the operating runbook grow with the system, not after it.
Handover is the milestone the engagement is priced and planned around. Afterwards we stay reachable for a support window agreed up front — then your team runs everything we built, and owns the roadmap.
What it costs us — and buys you
It costs us the annuity. Fixed-price engagements that end on purpose are a worse revenue model than open retainers, every time.
It buys you a different kind of work. When the engagement must end, everything is built to be operable by your team: simpler architectures, real documentation, judgment encoded where a consultant's memory would otherwise be. And it keeps us honest — our next engagement depends on the last one actually standing on its own.