Most troubled projects don't need more people — they need an honest picture. We diagnose where the project actually stands, re-plan what doesn't hold, and stay hands-on until the system runs.
They drift. The go-live moves a quarter, then another. The integrator's A-team rotates away. Decisions made in month three get relitigated in month nine, because nobody wrote down why. By the time the steering committee says "rescue", the operation has usually known for a year.
Rescue is a different discipline than delivery. It starts with triage — which decisions are load-bearing, which scope is real, which dates were ever true — and it only works when someone is willing to say the uncomfortable parts out loud, early.
A rescue follows the same span as any engagement — Diagnose, Design, Deliver, Anchor — but the first phase carries the weight: an assessment that ends in decisions, not observations.
We map where the project actually stands: the decisions taken and the ones silently pending, the interfaces promised and the ones actually flowing, the migration state per entity. We talk to the people who run the operation, not only the ones who steer it.
YOU GET → findings, a decision list, and a re-plan with sequence, staffing, and risks — executable with us or without us.
Load-bearing decisions stay and get written down so they stop being relitigated. Drifting scope is cut or parked, openly. Interface contracts, migration approach, and cutover criteria are put on paper — dated, owned, searchable.
The people who re-planned now configure, build, load, reconcile, and test. Progress is measured in working flows, not status colors. Issues surface early, because the people finding them own the design.
Hypercare with a defined exit, key users enabled on your flows and your exceptions, open items handed over with owners and dates. The explicit goal is our own redundancy.
Look at the signals above. If two or more sound familiar, an honest diagnostic is cheaper than another quarter of drift — and it ends in a plan you can defend to your board either way.
A fixed price, agreed before we start — the Diagnose phase is short by design. You get findings, a decision list, and a re-plan with sequence, staffing, and risks.
No. We read the decisions taken, the plans, and the interfaces, and we talk to the people who run the operation — alongside the running project, not instead of it.
Often, yes. A rescue does not have to mean replacement. Many recoveries work best with the existing integrator delivering and us holding solution architecture on your side of the table — a counterweight, not a coup.
Then the re-plan says so, with what is worth keeping. We say no early — if a scope, a date, or a shortcut won't hold, you hear it while it is still cheap.