What “Custom” Actually Means
Not every business problem fits cleanly into marketing, sales, support, or operations. Some of the most valuable work we do sits between categories, or doesn't look like automation at all until you're a few weeks into solving it.
This page exists for three kinds of situations:
Cross-functional problems. Your issue touches multiple departments at once, a broken handoff between sales and customer success, a reporting gap that spans marketing and finance, a process nobody owns because it crosses three teams. These rarely fit on a single service page, because the fix doesn't either.
Strategic problems before they're technical ones. Sometimes the real question isn't "what should we automate," it's "what should we even be doing." That's management consulting and business strategy work, the kind our founding team's background is actually built for, before any tool gets touched.
Genuinely novel builds. You've got a workflow, a tool, or a business model that doesn't match a standard template. We've built custom integrations, internal tools, and one-off systems that didn't exist as a category until a client needed them.
How We Approach Undefined Scope
Custom work is harder to price and harder to promise upfront, which is exactly why we don't try to scope it from a website. Every custom engagement starts the same way every other engagement does: with a conversation, not a quote.
From there, the right starting point usually depends on what kind of problem you're solving, not what package you want to buy:
- 01If you need a second opinion and a clear direction, that's a Consultant engagement.
- 02If you need ongoing guidance while your team builds, that's Advisory.
- 03If you need us building alongside your team, that's Collaboration.
- 04If you need the whole thing owned end to end, that's an Embedded Operator engagement.
- 05If you need a dedicated, recurring senior function rather than a project, that's Fractional.
Examples of Custom Work
A few honest examples of what tends to land here, written generally enough to stay accurate without specific client detail:
- 01Building a reporting layer that pulls from systems across three different departments into one shared view
- 02Designing a process for a business model that didn't have an established playbook to follow
- 03Untangling a workflow that had grown organically across years of ad hoc tool adoption, where the real fix was redesigning the process, not just automating the existing mess
- 04Acting as the strategic decision-maker on a project where the technical build was the easy part