Reduce
Cost and margin
Cut the unit economics of a workload you already run.
Inference spend Cost to serve Cost per transaction
§ 00 — Outcome as a Service
Traditional IT services sell capacity and let you carry the risk that it adds up to something. We start from the number you need to move — and put part of our own fee behind it.
Schematic. Actual allocation is set per contract and written into the agreement before work begins.
§ 01 — The model
A conventional contract pays the vendor whether or not the number you cared about ever moves. This one starts from the business result, agrees how it will be measured, and settles against that reading.
Schematic of the mechanism, indexed to a baseline of 100. Not client data.
§ 02 — What you can buy
Every one of these is a number with a direction. If we cannot baseline it, and you cannot verify it independently of us, we will not contract against it.
Cut the unit economics of a workload you already run.
Inference spend Cost to serve Cost per transaction
Compress the elapsed time of a process that matters.
Underwriting Onboarding Claims Month-end close
Move a commercial number in a funnel you already operate.
Conversion rate Attach rate Pipeline velocity
Take defined human hours out of a repeatable process.
Hours returned per month Touches per case
Reduce measurable exposure, not documentation about it.
Audit findings closed Incidents per quarter MTTD
Hold an agreed service level while volume grows.
Availability Latency at p95 Throughput ceiling
§ 03 — How we are paid
Three structures. The dial shows what is guaranteed to us, and what we only collect if the number moves.
Well-defined targets with a clean, agreed baseline.
Upside that is large but hard to predict in advance.
Capability you ultimately want to own in-house.
Illustrative proportions. Every model starts from an agreed baseline and an agreed measurement method, documented before work begins. No baseline, no outcome contract.
Bring us a number
Tell us the metric you need to move. We will tell you whether it can be baselined — and which of the three models we would put behind it.
§ 04 — The engagement
Two of these six are measurement events — the only points where money is decided, both using a method agreed in writing before delivery starts.
The single metric, the timeframe, and what counts as met. If it cannot be written down precisely, it is not ready to be an outcome contract.
We measure the current state from your systems before anything is built, and both sides sign off on the method.
We model what the movement is worth to you, and choose the commercial structure from that.
One accountable squad designs, ships and runs the system in production.
The metric is read against the baseline by the agreed method. Terms settle on that reading, not on a status report.
Expand into the next outcome, or hand the running system and the operating knowledge to your team.
§ 05 — Against the alternatives
| Dimension | Staff augmentation | Time & materials | Fixed scope | Outcome as a Service |
|---|---|---|---|---|
| What you buy | People | Effort | A deliverable | A measurable result |
| Who owns the result | You | You | Shared | Us |
| You pay for | Seats per month | Hours logged | An agreed scope | The outcome, on agreed terms |
| When scope shifts | Renegotiate headcount | Billed as extra hours | Change request, re-priced | Absorbed — the target is fixed, the path is not |
| Our incentive | Keep seats filled | Log more hours | Close the scope | Move the number |
| Best when | You know exactly what to build | Discovery is genuinely open | Requirements are frozen | The result matters more than the method |
We still sell the other three, and will say so when one of them fits you better. Outcome contracts are the wrong instrument for open-ended research, or for work with no measurable baseline.
Anything you can baseline and verify independently of us — cost per transaction, time to close, conversion rate, incidents per quarter, hours removed. If measuring it depends on our own reporting, it is not an outcome we will contract against.
The contracted portion of our fee is not paid. That is the point of the model. The exact share, and any partial-attainment ladder, is agreed up front rather than argued about afterwards.
The baseline is measured before work starts, from your systems, using a method both sides sign off on. Where it matters, we will accept a third party or your own audit team as the arbiter.
No. Fixed price fixes the scope and bills for delivering it. This fixes the result and leaves the scope to us, which means we absorb the cost of changing approach when the first one does not work.
You do, on the same terms as any of our delivery contracts. Outcome pricing changes how we are paid, not who owns what we build.
Outcomes worth roughly $250k a year or more in measurable value. Below that the measurement and governance overhead costs more than the model returns, and we will recommend a conventional engagement instead.
§ 07 — Start
Bring us the number you need to move. Within two weeks you will know whether it can be moved, what moving it is worth, and on what terms we would take it on.
You bring the metric, the systems it lives in, and the timeframe.
We test whether it can be baselined and verified independently of us.
You get a target, a measurement method, and a commercial structure.