How we work.
How an EVERJUST engagement runs: how it starts, what is fixed, who is responsible for what, and what you hold at the end. An operating manual, not a pitch.
One engagement, five moves.
The same five moves whichever engagement you buy — and you can see all of them before you pay.
- MOVE 01
Buy
Four engagements are published with their prices. Buy one without speaking to anyone first.
- MOVE 02
Kickoff
One call fixes scope, access and who the single decision-maker is.
- MOVE 03
Build
Work lands in your cloud and your repositories from the first commit.
- MOVE 04
Written cycle
Each cycle: what shipped, what is next, what changed, what is blocked and on whom.
- MOVE 05
Handover
A closing procedure, not a migration. The work was already in your accounts.
Four engagements, published prices.
No rate card, no billable hours, no proposal cycle.
- PRODUCT FEASIBILITY
- from $3,500Is this worth building?
- WEBSITE BUILD
- $9,650Configured and bought in the browser.
- ENTERPRISE BUILD
- from $25,000Software carrying real users and real money.
- GROWTH LOOP
- $5,000/moFlat, recurring, reported in writing.
What each engagement actually delivers
Product Feasibility, from $3,500. A fixed-scope investigation that tests one product idea before anyone commits an engineering budget: market reality, technical risk priced by a working spike, a three-band cost envelope, and a build or do-not-build recommendation with the reasoning shown.
Website Build, $9,650 core, up to $27,650 fully loaded. A company storefront you configure in the browser and buy at checkout. Self-checkout; the fixed-scope core needs no meeting.
Enterprise Build, from $25,000. Architecture, engineering and delivery of software carrying real users, real money and real data.
Growth Loop, $5,000 per month, flat and recurring. Positioning, messaging, launches, distribution, events, partnerships, AI answer-engine discoverability, and a written report each month.
What "from" means on a price
"From" is a floor, not a teaser. A price that starts with "from" is the least that engagement costs, not a sample of what it might cost. The number you see is the number the fixed-scope core is sold at.
If you would rather talk first, book a call or use the contact form. A call is a convenience, not a gate. There is no rate card, no billable hours and no proposal cycle.
What is fixed, and what is priced as a change.
Fixed scope constrains us before it constrains you.
FIXED BEFORE WORK STARTS
- What will exist when the engagement is finished
- What is explicitly excluded
- The order it gets built in
- The price, published before you ask
PRICED AS A CHANGE
- An addition — its own fixed-scope item, with a number
- A swap — equal effort, recorded in writing, not agreed verbally
- Priority delivery — 3–4 weeks instead of 6–8, $1,800
- Nothing at all enters the build unapproved
Why fixed scope constrains us before it constrains you
Every engagement is fixed-scope and publicly priced. We cannot recover a bad estimate by billing more hours, so scope has to be right before work starts rather than discovered while the meter runs.
Fixed scope only means anything if it is written down: what will exist when the engagement is finished, what is excluded, and in what order. That is the document the work is measured against.
What happens when scope changes mid-engagement
Assume it will. A fixed scope is not a claim that nothing new will be learned once work is underway. Changes get written down and priced rather than absorbed silently.
Swaps are handled as swaps. A change equivalent in effort that replaces something already in scope is written into the scope in place of what it replaces, and the swap is recorded rather than agreed verbally.
Additions are priced as their own fixed-scope item. There is no hourly rate for an addition to disappear into, so it gets a number and a delivery effect before anything is built. Approve it, defer it, or drop it.
Nothing enters the build unapproved. An unfunded change does not silently displace funded work and quietly move the date.
Your cloud. Your repositories. From commit one.
Not at the end, not at handover, not after a migration project.
Your cloud
An Enterprise Build runs in your accounts from the first commit — not at handover.
Your repositories
Every commit lands where you can see it, from day one.
Your exit
Revoke our access on any day and keep everything built so far.
What this costs us, stated plainly
This is deliberate and it costs us leverage. You can revoke our access on any day of the engagement and keep everything built so far. There is no hosting lock-in and no dependency on us to keep the system running.
The same instinct runs through what we build for ourselves: EVERJUST.APP is a business operating system that runs on the customer’s own database, not a seat in ours.
And the same principle applies down the range: a Feasibility engagement ends in a written recommendation with the reasoning shown, including the parts that argue against the build.
Who supplies what.
Fixed scope only works if the inputs arrive.
WE SUPPLY
- Scope, written before work starts
- Engineering, design and delivery
- A written update every cycle
- The running system, in your accounts
YOU SUPPLY
- One decision-maker who can settle disagreements
- Access early: cloud, repos, domain, DNS, third parties
- Answers in writing while work is waiting
- Content and assets you own
- Permission to publish — on Growth Loop especially
Why each of these is on your side of the line
One decision-maker. Someone empowered to approve scope changes and settle internal disagreements. A scope question routed through a committee does not get answered, it gets deferred — and a deferred decision is a date moving.
Access, early. Cloud accounts, repositories, domain and DNS, and any third-party system the build has to talk to. Access is the one input we cannot supply for ourselves. Work that depends on a system we cannot reach does not start.
Answers while the work is waiting. Blocking questions are raised in writing rather than saved for a call. A workstream waiting on an answer cannot move, and that delay lands on the schedule rather than disappearing into it.
Content and assets you own. Copy, logos, product information, legal text. We will write around gaps; we will not invent facts about your business to fill a page.
Permission to publish. On Growth Loop especially. A growth program that cannot publish without clearing a long approval chain will not compound, because a loop only compounds if it keeps closing.
The cycle is written, not verbal.
You should never have to ask what state the work is in.
- EVERY CYCLE
- A written updateShipped · next · changed · blocked, and on whom.
- EVERY MONTH, ON GROWTH LOOP
- A written reportLaunched · distributed · what moved · what is next.
- CALLS
- Available, never requiredIf the only way to learn the state is to ask, we built the reporting wrong.
Two tracks, bought separately.
Different shapes, different cadence, reported together when you buy both.
| Build | Growth Loop | |
|---|---|---|
| Shape | One-time, fixed scope | Recurring, monthly |
| Price | from $3,500 to $25,000+ | $5,000 per month, flat |
| Ends | At handover | When you stop it |
| Reported | Written update each cycle | Written report each month |
| Bought at | the store | the store |
How the two interlock when you buy both
Positioning feeds the build: what you are claiming determines what has to be true in the product, and that conversation is cheaper before the thing is built than after.
The two tracks are reported together, so you are not reading two accounts of the same period. Scope changes are still handled per track, because the mechanics differ.
When we are the wrong choice.
We would rather lose the engagement than take one that will not work.
You want hours, not outcomes
There is no rate card and no timesheet. If procurement needs a blended hourly rate and a headcount ramp, we do not fit it.
You want the scope open
If the requirement is genuinely unknowable and you want to discover it by building for six months, buy Feasibility first, or hire staff.
You want a proposal cycle
The prices are published. We do not produce speculative decks to compete against numbers that were invented for the occasion.
You want to be told the idea is good
Feasibility can return do-not-build. If a negative answer would be unwelcome, you are buying the wrong product.
You want us inside your daily standup
We work in your systems, not inside your management structure.
You want marketing detached from a product
The Growth Loop is designed to compound over months. It is not an emergency service for a launch that is already on the calendar.
You need the cheapest option
Fixed scope prices the risk we absorb. Someone will always be cheaper by leaving that risk with you.
Bring us the hard problem.
Buy an engagement outright in the store, or talk it through first.