KeevaathTech/Services/Paid discovery sprint
Paid discovery sprint
Two weeks that end in a decision you can act on, whoever builds it afterward. You own everything it produces, with no obligation to build with us.
What this is
Two weeks, a fixed price, and a written product definition at the end of it. Whoever builds the thing afterward, including your own team or another firm entirely, can work from what it produces.
It exists because the alternative is worse. Scoping is normally given away free at the end of a sales cycle, which means the estimate is produced by the party that benefits from winning, before anybody understands the problem. That number then becomes the number everyone remembers.
Who this is for
Somebody who has an idea they cannot stop returning to and no idea what it costs. A team that has been quoted three wildly different numbers for the same brief. A founder who has been told six months and does not believe it. An operations lead who suspects the real problem is not the one being solved.
It is also for people who should not build anything, and a fair number of sprints end there. That is a good outcome and it is cheaper than the alternative.
The two weeks
- Week one, days one and two · What is actually true
Sessions with you and whoever else holds the problem. What exists now, who uses it, what they do instead today, and what has already been attempted. That last question is the most useful one on the list.
- Week one, days three and four · The problem, written down
A definition you can disagree with. Most of the value in a sprint arrives at this point, because a written definition is the first artifact anyone can actually argue with.
- Week one, day five · The decision that shapes everything
Build, buy, configure something existing, or do nothing. Taken deliberately, with the reasoning recorded, before any architecture is chosen.
- Week two, days six and seven · Architecture and data
Data model, integrations, hosting, and the parts that will be expensive later if they are wrong now. Multi-market and multi-language decisions belong here, because retrofitting them costs a rebuild.
- Week two, days eight and nine · Sequence and cost
What ships first, what ships never, and an honest cost range with the assumptions written beside it. Ranges, not a single figure, because a single figure at this stage is a guess with a decimal point on it.
- Week two, day ten · Handover
Everything walked through, questions answered, and the documents handed over. Yours to take anywhere.
What you receive
A product definition
What the thing does, who for, what it does not do, and how you would know it worked. Written so that a developer who has never met you could build from it and a stakeholder who has never used software could disagree with it.
An architecture recommendation
The stack, the data model, the integrations, the hosting, and why each was chosen over the alternative. Including the honest cases where the answer is a platform you can configure instead of anything custom.
A build plan and sequence
What is in the first release and what is deliberately not. Ordered so that something usable exists early, because a plan whose first output arrives in month five is a plan nobody can steer.
A cost range with its assumptions
What it costs to build, and separately what it costs to run for the first year. Clients forget the second number and then resent whoever did not mention it.
Everything, in writing, yours
You own all of it outright. No license, no restriction, no obligation to build with us. If you take it to another firm we will answer their questions.
Why it is sold separately
Because an estimate produced by the party who wants the build is not an estimate. Selling the sprint on its own means the definition can honestly conclude that the project is smaller than you hoped, larger than you feared, or not worth doing.
Roughly one sprint in five ends with a recommendation not to build. Those clients tend to come back, because a firm that talked them out of spending money is a firm they trust with the next thing.
What we need from you
Roughly six hours of your time across the two weeks, in sessions, not all at once. Access to anybody else who holds part of the problem. Whatever exists already, including documents, prototypes, spreadsheets people are quietly running the business on, and any prior attempt. And a named person who can make a decision.
You do not need a specification. Producing one is the work.
What happens afterward
Three routes, all normal. You build it with us, and the sprint fee is credited against the first invoice. You build it yourself or with somebody else, using the documents. Or you do not build it, having established that within two weeks and a fixed fee instead of two quarters and a team.
Questions we are asked
Is the fee credited if we build with you?
Yes. If you commission the build within ninety days, the sprint fee comes off the first invoice. That is deliberate, so the sprint is not a toll on the way to a build.
Two weeks feels short. Is that enough?
It is enough to define a first release properly, which is the thing that actually needs defining. It is not enough to specify an enterprise platform in full, and we would tell you if that is what you have. The constraint is useful, because scoping expands to fill whatever time it is given.
What if we already know what we want built?
Then say so on the questionnaire and we may tell you the sprint is unnecessary. A clear brief with a decided architecture can be quoted directly. The sprint earns its fee when the problem is genuinely unresolved, which is more often than people expect.
Do you sign a non-disclosure agreement?
Yes, before the first session, and we will sign yours instead of insisting on ours.
Who is in the room?
The person who would run the engagement, meaning the same person who quotes it and stays your point of contact afterward. Specialists join for specific sessions where the problem needs them.
What if the answer is that we should not build it?
Then that is the deliverable, with the reasoning, and it usually saves a multiple of the fee. It happens in roughly one sprint in five.
Can this run remotely?
Yes, and most do. Sessions run over video, and the working documents are shared as they develop, not presented at the end.
Send the questionnaire and we will price it.
About fifteen minutes. A fixed price and a start date usually come back within two working days, from the person who would run the engagement, along with an honest read on whether we are the right team for it.