Architecture
Are the design decisions justified, where are the bottlenecks, and what happens when load doubles?
A fresh pair of eyes on what you have already built or are building right now. Three situations come up again and again: ahead of an acquisition, when you plan to change supplier, and when a project has run for two years without delivering what was promised.
We judge against concrete criteria rather than taste: can it scale, is it easy to maintain, is it secure, and does everything hinge on one person?
Are the design decisions justified, where are the bottlenecks, and what happens when load doubles?
Readability, automated tests, duplication and whether any documentation exists at all.
Outdated and abandoned libraries, plus components with published vulnerabilities.
Where the system runs, where personal data is stored and whether the set-up meets GDPR and your data processing agreements.
Could another team take over, or does all the knowledge live in a single developer's head?
Risks and recommendations phrased so non-technical managers can act on them.
A mid-sized system is reviewed in two to three weeks including interviews and the report. We work with read access to code and environments, never on your premises.
Acquisition, supplier change or risk review. The purpose decides where we put the emphasis.
We are given access to the code repository, documentation and hosting, and we interview the team over Teams.
We assess against the criteria and log each finding with its consequence.
A report with risks, priorities and an estimate of what the fixes will cost.
The most dangerous finding is rarely bad code; it is dependence on one individual. A system may be written without elegance, but if only one developer understands it and nothing is documented, the company is effectively held hostage. We rate that risk separately from technical quality.
Yes, that is the most common reason to order one. The review gives a sober picture of what has been delivered, in what condition and what a handover would cost. With it you negotiate on facts with both the current and the next supplier.
We are not hunting for culprits; we describe condition and risk. Nobody is assessed personally. Often the team benefits, because points they have raised for years finally come from an independent source.
Then we say so, with reasons and figures for both paths: repair or rebuild. The decision is yours, but it is better made on numbers than on gut feeling.
Describe the system and why you want it reviewed. You will receive a report with risks ranked by importance.
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