The operating problem rhymes. The vocabulary does not.
Pipelines stall, handoffs leak and nobody can defend a number — that much is the same everywhere. What changes by industry is the language the stages are named in, the compliance surface the data sits on, and the system that is actually the record. A generic CRM build ignores all three.
A funnel is an industry argument written down.
What counts as qualified in a law firm is not what counts as qualified in SaaS. A home care agency carries an authorization and a compliance file where a fund carries a diligence memo. And the system of record is rarely the CRM — it is the case system, the EHR, the ledger, the scheduler. We build by vertical because those three things are the build.
The words change. The build does not.
Industries — the same disciplineEleven verticals we know from the inside.
The same four moves, in your vocabulary.
Diagnose
Two weeks inside the systems you already run — the records, the handoffs, the compliance constraints, and the definitions your teams argue about.
Design
One architecture, written down in your own vertical's terms: what each system owns, what crosses between them, and who signs off on a number.
Build
Engineers, not a briefing. Objects, pipelines, migrations and integrations built against the record your operators actually work in.
Hand over
Documentation, training, and a period where we run the system with your team before we stop.
The system of record keeps changing.
The case system adds a field, the EHR changes an export, the billing platform renames a plan — and the integration signed off last quarter starts writing quietly wrong data. Nobody budgets for that. We build the sync so a schema change surfaces as an error with an owner, instead of a dashboard that drifts without anyone noticing.
