No surprises.
That is the whole method.

Daily in writing if you want it, a call weekly, and working software every two weeks. What we avoid is the pattern where a studio goes quiet for a month and returns with something nobody asked for. If a fortnight passes without something you can click, that is a signal something has gone wrong — and you should say so rather than wait.

Yes. Some studios route everything through an account manager, partly to control the message. We find it slows things down and hides problems. You get a project manager who owns coordination, and you can also speak to whoever is writing the code. If that produces confusion we will fix the process rather than close the channel.

Small adjustments get absorbed — they are normal and we plan for them. Anything that genuinely changes the scope gets priced and dated before we do it, so the decision stays yours and it is visible rather than quietly consuming the timeline. Because you see working software every fortnight, most changes surface early when they are cheap.

We tell you, with the reason, rather than reporting green until the deadline. Projects go wrong for ordinary reasons — a dependency behaves differently than expected, a requirement turns out to be more complex, someone is ill. What makes it damaging is finding out late. If we are behind, you will hear it in the week it happens.

Both, and which suits you depends on how settled the scope is. Fixed price works when we can define what is being built — you carry no overrun risk and we carry the estimate risk. Time-based works when priorities move week to week, which is common for ongoing product work. We will recommend which fits rather than defaulting to whichever is better for us.

Decisions, mostly, and someone who can make them. The most common reason a project slows is not technical — it is waiting for an answer, content, access to a system or a sign-off. We will tell you upfront what we will need and when, so it is not a surprise in week five.