What stayedThe system.What leftEverything they learned about you.
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Services · FDE Velocity
Next time, your team does not start from zero.
A h|ve engineer inside your team, building the solution in your reality. In six weeks you have one capability in production, and the model of your business is recorded in your own house, in an open format.
Free. You leave with the four criteria answered and an honest yes or no on fitting into six weeks.
Runs on your stack, with your accounts. No new tool for your team to learn.
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The problem
You have already paid for the same learning curve three times.
On every project, the vendor comes in, learns how your company works, delivers the system and leaves. What they learned about your business walks out the door with them. On the next project, another vendor comes in and the bill starts over.
What stayedAnother system.What leftThe same curve, paid again.
What stayedOne more system.What leftNobody in-house can explain why each rule exists.
That is why the second project costs almost as much as the first.
The diagnosis question
When the last vendor finished and left, what stayed in here besides the system?
The answer is almost always «nothing», and whoever answers hears themselves say it. From there the conversation stops being about technology and becomes about what your company builds up, or fails to build up, with every project.
What changes here
The engineer leaves at the end. The context stays.
The difference is not a better engineer. It is that they work on top of the h|ve Platform, which records the model of your business while the work happens. Most vendors have no platform underneath the service, so every project of theirs starts over. Here, the second project starts from a base that already exists, and the third from a bigger one.
Inside your team
The engineer works in your environment, with your rules and your accounts. Not a parallel squad that hands you a package at the end.
The context gets recorded
While the work happens, the platform keeps the rules, the owners, the decisions and the reason for each one. Next time, the team does not start from zero.
Someone of yours leads the last delivery
In week 6, a person on your team carries a whole delivery while our engineer only watches. That is the exit gate, and without it the block does not end.
The second-project math
Where your money goes on each project
Software factory
What the factory learned about your business leaves with it. The whole curve repeats.
FDE Velocity on the h|ve Platform
The context is installed once and stays in your house. Each cycle starts where the last one stopped, and the h|ve presence shrinks.
A positioning sketch, not a measurement. The number that counts is yours, measured in your company during the project. The section «The numbers we measure together» explains how.
- You can answer who decided what, months later.Every decision keeps its author, basis and cost, with no rebuilding it from chats and meetings.
- The knowledge of your business stays in your house.The rules, owners and policies of the area, written in a way the machine can consult.
- Nothing reaches production without someone on your team approving.The authority matrix says what belongs to the machine, what belongs to a person, and who signs.
- Next time, the team does not start from zero.The next piece of work starts with the environment ready and the context in place.
- The model key and the model bill are yours.LLM usage lands on your invoice, with the provider you choose. Switching models does not depend on us.
- If you switch vendors, it is all still yours.No artifact comes in a proprietary format or needs h|ve to stay on the project to be read.
How it works
Six weeks, and each one only ends when the gate passes.
A week does not end because the calendar turned. It ends when the exit criterion is met. It is the same principle as Scan & Go, and it is what keeps a fixed block fixed.
- 01Join the operation and close the scope
Exit gateThe capability to build is chosen, with a written acceptance criterion and a named sponsor.
What is readyAgreed scope, declared baseline, access granted.
- 02Install the harness
Exit gateRepository, CI, Guard in the editor and the board running, with the first card crossing the flow end to end.
What is readyGoverned environment, authority configured.
- 03Distil the context
Exit gateThe Map covers the chosen capability: rules, owners, policies and what the business really does.
What is readyFirst version of the Map, validated with your leaders.
- 04Build
Exit gateThe first working slice passes the acceptance criterion from week 1.
What is readySoftware running in staging.
- 05Harden and measure
Exit gateThe capability is in production and the cost per delivery is measured in the Ledger.
What is readyProduction, plus the real cost per card.
- 06Hand over
Exit gateSomeone on your team runs the flow without the FDE beside them, for a whole delivery. If this gate does not pass, we extend the week instead of declaring it done.
What is readyOperations manual and the measured base for the next cycle.
One capability, not three.Scope that does not fit in four weeks of building does not go in. The rest becomes the next cycle.
Acceptance criterion written before the code.Without an agreement there is no finished delivery, only opinions about the result.
Declared baseline.What it costs and how long it takes to do this today, the current way. It is the number the measurement compares against later.
After the Foundation
Four-week cycles, for as long as it makes sense.
Renewable for as long as there is a next capability with clear value. Each cycle delivers more capability on the base the Foundation installed. The first one is the one that proves the thesis, because it is the first work that starts with the context already in place.
The autonomy curve
| Moment | Our engineer | Your team |
|---|---|---|
| Foundation | Builds, with the team following along | Learns the flow, approves the gates |
| Cycle 1 | Builds together | Takes part in the build |
| Cycles 2 and 3 | Reviews and unblocks | Builds |
| After | Architecture and gate, on demand | Runs it alone |
The h|ve presence shrinks over the cycles. That is product design, not a hidden risk.
At the end of every cycle, three exits
Renew
There is a next capability with clear value, and the measurement backs it.
Pause
Your team takes over and comes back when it needs to. The context layer keeps working without us.
End
The scope is done. You keep everything, and the door stays open.
Pausing is offered, not hidden. The last week of every cycle closes with the measurement compared to the previous one, so renewing is a decision with a number, not a bet.
What stays with you
Seven things stay. All yours, in an open format.
Everything in your environment, readable without h|ve. None of it depends on us staying around.
- The capability in production
The software that solves the problem chosen in week 1, running on your stack.
Why it mattersIt pays for the block on its own.
- The operations Map
Capabilities, business rules, owners and policies of the area served.
For the second projectIt is the context the factory takes away and that stays here. Without it, the next project starts over.
- The authority matrix
Which decision belongs to the machine, which to a person, and who signs each one.
For the second projectDefines what can speed up without asking for new approval every time.
- The configured harness
Repository, CI, gates, Guard in the editor and the flow board.
For the second projectThe next piece of work starts with the environment ready.
- The decision trail
The Ledger with author, authority, basis and cost per delivery.
For the second projectAnswers who decided what, months later.
- The baseline and the measurement
The declared before and the measured after.
For the second projectIt is the number you use internally to approve the next cycle.
- The operations manual
How your team runs the flow without the FDE.
For the second projectWithout it, the knowledge stayed in the platform and not in the people.
If you switch vendors tomorrow, all of this is still yours. The LLM key is yours from day one, and the model bill lands on your invoice.
The numbers we measure together
We will not promise you a percentage.
You have heard too many percentages and never managed to check a single one. What we offer is different: in the first week we declare together what it costs and how long it takes to do this today in your company. At the end of the first cycle you have your own numbers, and you decide with them in hand.
- Week 1Declared baselineWhat the last equivalent delivery cost and how long it took, the current way. Your declaration, signed. Not our measurement.
- Weeks 4 and 5Cost and lead time of the FoundationFrom the Ledger: cost per card and per model, plus the time between the approved spec and production.
- Week 6Review time per deliveryHow much time your team spends reviewing, which is the quality measure of the operation.
- Cycle 1The first delivery with the context installedThe same measurement, now with the Map and the harness ready.
- End of cycle 1The comparisonThe difference between the Foundation and cycle 1 is the second-project thesis, measured in your company.
What can happen, said up front
The measurement may show a smaller gain than the thesis assumes. That is a legitimate result, accepted before we start, and the number stays with you either way. We would rather you knew in January than found out in June.
Proof from our own operation
h|ve builds its own platform this way, every day.
Figures from the h|ve operation, measured on 30 October 2026. They are from our own house, not from a client, and labelled that way on purpose.
605specs approved before the code
659pull requests, counted in the repository
12,150automated tests
952,320conformance cases
Who it is for
Who it fits, and who it does not fit.
Six weeks on the wrong problem cost your team a quarter. The four criteria below are the diagnosis questions. If one of them does not close, we say so in the first conversation and point you to the right path.
FitsThe four criteria
- A scope that fitsWhich capability can go into production in four weeks of building? Too big a scope turns the Foundation into an announced failure.
- A technical owner to receive itWho on your team will run this after we leave? Without that person, the knowledge does not stay.
- A baseline you can declareWhat did the last similar delivery cost, and how long did it take? Without the before, there is no measurement.
- Access to the environmentHow soon can we get access to the repository, the data and the environment? Two weeks waiting for access eat a third of the block.
Does not fitAnd where we point you
- Wants to replace the whole factory at onceIt does not fit in six weeks. We start with one capability and talk about the rest later.
- Wants engineers by the hourThat is the factory product, and we do not work by the hour. We decline, with no counter-offer.
- Has nobody technical in-houseThe week 6 handover cannot happen. AI Enablement Labs first.
- The problem is not chosen yetWeek 1 would turn into a disguised discovery. AI Value Discovery, which exists exactly for that.
Who joins your team
The people who run the diagnosis are the people who deliver.
We are two partners, business and technology, and we build the h|ve Platform using the platform itself. The diagnosis and the gate of every week are with the partners, from the first day to the last.
André JB RodriguesCo-founder and Business Lead
Runs the 45-minute diagnosis and the relationship during the block. Turns the real operation of your company into the week 1 acceptance criterion.
Gustavo HartzCo-founder and Technology Lead
The architect at the gate: four to six hours a week on every block, approving what moves from one week to the next. Answers for the platform, from the Map to the Guard.
The dedicated engineerForward Deployed Engineer, 30 to 35 hours a week
Works inside your team for the six weeks, on top of the h|ve Platform. In week 6 they only watch, while someone of yours leads the whole delivery.
Questions
The questions of whoever signs.
The ones the person who decides asks, not the ones an architect would.
How much time does my team need to commit?
A named sponsor in week 1, the area leaders validating the Map in week 3, and the technical owner following the flow from week 2. In week 6 that person leads a whole delivery alone. Without that time, the handover does not happen and the block does not end.
What happens if the scope changes?
It happens, often. In week 1 the scope changes freely. From week 2 on, a change is a swap, not an addition, and it is recorded with who asked and why. What does not fit becomes the first cycle.
Who owns the code?
You do. All code and every artifact stay in your environment, in an open format, and none of them needs h|ve to stay on the project to be read.
What keeps running when the engineer leaves?
The context layer, on the h|ve Platform: the Map, the authority matrix and the Ledger stay alive and available to your team, and that is where the next piece of work starts from. LLM usage stays with the provider you choose, with your key and on your invoice, so switching models does not depend on us.
What happens when the six weeks are over?
You decide with the measurement in hand: renew for a four-week cycle, pause and let your team take over, or end it and keep everything. All three exits are legitimate, and pausing is offered, not hidden.
How soon does it start?
Two to four weeks after acceptance, with access to the environment already confirmed and the date agreed in the diagnosis.
The next step
What would be the first capability?
A 45-minute conversation to find out whether it fits in six weeks. You leave with the four criteria answered and, if it fits, with the date.
We reply within one business day. Start two to four weeks after acceptance.Rather write? hello@hybridvelocity.com