Industries we build for
Good engineering travels. The vocabulary changes from one industry to the next; the discipline does not — understand the domain, respect the data, deliver something that lasts. We work across sectors rather than inside one.
We do not arrive claiming to know your business better than you do. The first part of any engagement is learning how the work is actually done — usually from the people doing it, who rarely get asked.
Examples across industries
A few examples of what an industry tends to ask for. They are illustrations rather than a menu — the same pattern turns up in sectors that are not listed here.
Maritime
Repair and dry-dock tracking. Refuelling and bunkering records. Fleet management, crew assignment, and the planning around joining and leaving a vessel. Provisioning across global waters, and the certification and survey paperwork that follows all of it — where data arrives late, incomplete, and still has to be right. Getting any of it wrong is measured in days a vessel is not earning.
Logistics
Consignment and shipment tracking. Warehouse and stock movement. Route and vehicle-fleet planning, with telematics and temperature-monitored cargo where the goods demand it. Customs and documentation. Proof of delivery, and the visibility that ties all of it together across parties who each hold one piece of a journey and none of them the whole. What costs money here is rarely the delay itself — it is finding out about it late, usually from the customer.
Finance
Reconciliation and ledger tooling. Regulatory and management reporting that has to be right and on time, every time. Client onboarding and identity checks. Payment and settlement tracking. Audit trails that still stand up when someone asks about a transaction from three years ago. In this sector "mostly correct" is not a category, and the cost of an error is rarely limited to the error.
GameTech
Player accounts and identity. Session and live-operations tooling. Leaderboards, tournaments and events. Analytics and player behaviour. Payments, entitlements, and — where the sector is licensed — the reporting that comes with them. Traffic that arrives in spikes rather than averages, and an audience that notices a problem before any dashboard does, then says so publicly.
Retail
Commerce and inventory down to the unit. Pricing, promotions and markdowns across shops that do not all sell the same way. Replenishment and supplier orders. Stocktaking, and the shrinkage it turns up. Loyalty, returns, and the shop floor's half of an order placed online. Rostering against the footfall a day actually had, not the one a rota assumed last month. Stock that is wrong on the screen has been paid for twice — once to buy it, and once to go and find it.
Wholesale
Price lists that differ by customer, and the discount structure underneath them. Credit limits, payment terms, and receivables that age whether anyone is watching or not. Order to invoice, in units that change along the way — pallet, case, piece. Backorders and part-shipments. Representatives, territories and commission. Delivery routing and proof of receipt. The margin here lives in the gap between the price list and what was actually invoiced, which is precisely the number nobody has to hand.
Hospitality
Availability and rates, held consistent across every channel that sells your rooms — and the overbooking that follows the moment they are not. Reservations, arrival and departure. Housekeeping and maintenance. Guest history, and the statutory registration that goes with it. Seasonal staffing, where half the team is new every spring. Occupancy answers only half the question; what a booking actually earned, once the channel has taken its share, answers the other.
Food Service
Covers, table turns, and the kitchen's view of both. Menu and recipe costing, so a dish's margin is a number rather than a feeling. Food cost and waste. Consistency across sites for chains and franchises — the same menu, the same procedure, the same result on a quiet Tuesday in the smaller branch. Delivery platforms, and what is left once the commission has been taken. Supplier orders and traceability. Rostering against the shape of a day rather than a week. And equipment reporting around the clock — what each fridge and machine is doing, how hard it is worked, what it costs to run — so a manager sees the number before the bill does.
Decision support, across all of them
Every one of these produces more data than anyone reads. The system that turns it into a decision — a dashboard a director trusts, a report that arrives without being asked for, a warning early enough to act on — is usually the one that pays for itself first.
Working in a new field
We are always interested in an industry we have not worked in before; understanding a new domain properly is among the more rewarding parts of this work. What all of these have in common is data that has to be right, decisions that depend on it, and people who need a system quicker than the paperwork it replaces — which describes far more businesses than any list would. We work with large organisations in demanding, regulated domains, and with single-site businesses carrying one stubborn problem. Bring us the problem, and we will tell you honestly whether it is one we can do well.