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Consulting

Decide what to build, in what order, and what it has to change

For teams with more ideas than build capacity, and a board that wants a date. We turn a broad ambition into a scoped, sequenced plan with one number attached, so you know what ships first and how you will know it worked.

Book a call → Get the CTO checklist

What this covers

Decide what to build, in what order, and what it has to change, end to end.

Discovery and problem framing

We sit with the people who will use the thing and watch the work as it happens today. What comes out is a written problem statement, the constraint behind it, and the number that has to move. Solutions come after that.

Scope definition and trade-offs

We turn a broad ambition into a defined build: what is in, what is out, and what each cut costs you. The scope is written down before anyone opens an editor, so there is one version of what done means.

Roadmap and release sequencing

Order matters more than length. We sequence releases so the riskiest assumption is tested first and the pieces that unblock other pieces ship early. Dependencies and decision points are marked on the plan.

Success metrics and instrumentation

A roadmap without a number is a wish list. We agree the metric each release is meant to move, then make sure it is instrumented and reported, rather than reconstructed from memory at the review.

Backlog and delivery management

We run the backlog week to week: writing the tickets, holding the demo, chasing the decisions that block work. If you have no product manager, or one stretched across three teams, we take that load.

Build, buy or run assessment

Some of what you want already exists and should be bought. Some of it should be built once and run for years. We go through the scope item by item and say which is which, including where our own work is not needed.

How it runs

Plan. Build. Run.

A 30 minute call

You tell us what you want to change and what is in the way. We ask what the constraint is and what success would look like in numbers. If product work is not what you need, we say so on that call.

Discovery, in your business

We talk to the people doing the work, read what already exists, and look at whatever data you have. We are looking for the gap between how the process is described and how it actually runs.

Scope, sequence and price

You get a written scope, a release sequence and a fixed price for the first build, before any commitment to build. It is yours whether or not you carry on with us.

Build, then run

If you want us to build it, the same people who scoped it do the work, with weekly demos against real data. After launch it moves onto a monthly retainer: monitoring, fixes, improvements and a report.

Why infoloop

We do not hand over and leave.

The people who scope it also build itStrategy written by people who never have to ship it drifts. Our plans are made by the team that will be held to them, so the scope stays honest about effort and risk.
One number, agreed up frontEvery engagement gets a metric it is meant to move, agreed before the build starts. It goes in the monthly report. It is the thing we are judged on, not the volume of features delivered.
We stay after launchThe plan does not end at go-live. Our we run retainer covers monitoring, fixes against response targets, security updates and improvements, so the roadmap keeps moving once real users are on it.
Fixed scope, timeline and priceYou know what you are getting, when, and what it costs before work begins. Changes are priced and agreed, not quietly absorbed into an hourly bill you see at the end of the month.
We will argue for lessThe cheapest thing we can do for you is take something out of the scope. We would rather ship a smaller first release that proves the case than a large one that arrives late and unproven.

What you get

Every engagement includes these, in writing, before work starts.

A written problem statement, with the constraint and the metric it has to move.
A scoped build: what is in, what is out, and what each cut costs you.
A release sequence with dependencies and decision points marked.
A fixed timeline and price for the first release.
A measurement plan naming what gets instrumented and where it is reported.
A build, buy or run call on each part of the scope, with the reasoning.

Who this is for

Three situations where this is the right call.

The backlog grows, nothing ships

Everyone has a view on what is next, so the list gets longer and the release date moves. What is missing is not effort. It is an agreed order and someone willing to say what is not being built this quarter.

A funded project with no definition of done

The budget is approved and the ambition is clear, but nobody has written down what the first version includes. Building from that starts well and ends in an argument about what was promised.

Live software nobody can prove is working

It shipped, it is used, and when someone asks whether it paid for itself the room goes quiet. That is a measurement problem first and a roadmap problem second, and both are fixable.

Proof

Software we built, and still run.

How we work

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ROI calculator

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Questions

What buyers ask us first.

What does product strategy and management actually include?

Three things. Deciding what to build, deciding what order to build it in, and agreeing the number it has to move. In practice that means discovery with the people who do the work, a written scope that says what is out as well as what is in, a release sequence with dependencies marked, and a measurement plan. If you want it, we also run the backlog week to week: writing tickets, holding demos and chasing the decisions that block delivery.

How much does it cost, and how is the engagement shaped?

It starts with a 30 minute call. If it is a fit, we run a short discovery and come back with a written scope, a timeline and a fixed price, so you approve a number rather than an hourly rate. Price depends on how much is being scoped and whether we run delivery afterwards, so we quote per engagement rather than publish a rate card. Once software is live, ongoing work moves to a monthly retainer. Changes to scope are priced and agreed before they happen.

Do we have to build with you afterwards?

No. The scope, sequence and measurement plan are yours, and they are written so another team can pick them up. Some clients take them to an internal team or an existing supplier. We would rather produce a plan that survives without us than one that only makes sense if we hold the pen. If you do want us to build it, the same people who scoped the work do it, which removes a handover and the misreadings that come with one.

What happens after the first release goes live?

Launch is the start of the part that decides whether the work paid off. We offer a managed retainer: monitoring, fixes with agreed response targets, security updates, improvements and a monthly report against the metric set at the start. The roadmap keeps being maintained, so the next release is chosen from what the live system is telling you rather than from a list written before anyone used it. Most agencies stop at launch. We do not.

How do you decide what to cut from the first release?

By asking what each item is meant to change, and whether the release can prove the case without it. Anything that is there because a stakeholder asked, rather than because it moves the number, goes to a later release or off the list. We write the cut down with the reason, so it can be revisited rather than quietly lost. Cutting is not about doing less work. It is about getting a real answer sooner, on a smaller bet.

We already have a roadmap. Is this still worth doing?

Often, yes, because most roadmaps are a list of features with dates rather than a sequence of decisions. We review what you have against three questions: what is each item supposed to change, what has to be true for it to work, and what order tests the risky assumptions first. Sometimes the answer is that your roadmap is sound and you need delivery help, not strategy. We will tell you that rather than restart work you have already done.

Bring us the idea. We will scope it.

Book a 30 minute call. Tell us what you want to change and what is in the way. You will leave with a view on scope, sequence and the number the work has to move, whoever ends up building it.