Our Approach

The SimpliMeta Way.

Leading to Success: A Methodology Built for Resilience

At SimpliMeta, we operate on a core philosophy: We lead our clients to success; we do not follow them to failure. In the technology industry, many firms act as order-takers, providing exactly what a client asks for without questioning if it is the right solution for their long-term health.

We believe that great technology poorly configured and poorly designed will always lead to poor outcomes. Our methodology is designed to eliminate “detrimental guesses” and replace them with transparent, data-driven execution.

Engineer-Led Discovery

Our process begins long before a contract is signed. We believe the person selling you the solution should be the person capable of building it.

The Free Technical Huddle

Every inquiry starts with a direct conversation with a high-level engineer. We skip the “sales-speak” and move immediately into high-level technical discovery.

Defining Objectives (SMART)

We don’t just ask what you want to buy; we ask what a “win” looks like for your business. We utilize the SMART framework—Specific, Measurable, Achievable, Relevant, and Time-bound—to ensure your KPIs (Key Performance Indicators) are at the center of every design.

Root Cause Focus

We dig deep to identify the friction points in your current environment so we can address the cause of your problems, not just the symptoms.

The Problem with Fixed-Fee Proposals

Most technology firms rely on “Fixed Fee” proposals. While they appear safe on paper, they are often detrimental guesses that create an adversarial relationship between the client and the provider.

The Guessing Game

To offer a fixed price, a vendor must guess how long a project will take. If they guess too low, they lose money and may cut corners to finish. If they guess too high, you overpay for “buffer.”

Change Order Friction

In a fixed-fee model, any slight deviation from the original scope requires the project to stop. You must re-enter the sales cycle, negotiate a new contract, and wait for a change order. This kills momentum and leads to “scope creep” frustration.

Rigid Execution

Technology changes fast. If a better way to solve your problem is discovered mid-project, a fixed-fee contract often prevents the team from pivoting because they are locked into a rigid Statement of Work (SOW).

Top 5 Signs You’re Falling Victim to the "Change Control Game"

Before you sign a fixed-fee proposal, look for these red flags that indicate you may be headed for a cycle of constant price increases:

The "Out of Scope" Novel

If the list of what is not included is longer than the list of deliverables, the vendor is pre-selling you your first five change orders.

The 15-Minute Quote

If a vendor provides a firm price without performing deep technical discovery or seeing your actual configurations, they are guessing. You will pay for the “unforeseen complexity” they inevitably find later.

Vague Deliverable Language

Look for words like “Standard Configuration” or “Basic Implementation” without definitions. These are intentionally vague so that any customization you actually need can be billed as an “extra.”

The Project Freeze

If the contract states that work must stop entirely for any adjustment to the SOW, the vendor is using administrative friction to discourage you from asking for what you actually need.

Hidden "Risk Padding"

If the price seems unusually high for the stated tasks, the vendor has likely added a 20-40% “safety buffer” to cover their own lack of discovery. You are paying for their uncertainty.

The Solution: Blocks of Hours (BOH)

We utilize a Blocks of Hours model to provide the agility modern business requires. You purchase a block of engineering expertise, and we work transparently against that block. This allows us to pivot instantly, address new discoveries without new contracts, and ensure you only pay for actual engineering value.

Feature Comparison: Fixed Fee vs. Blocks of Hours

Feature	Traditional Fixed Fee	SimpliMeta Block of Hours (BOH)
Agility	Low: Locked into specific SOW tasks.	High: Pivot or reprioritize tasks instantly.
Friction	High: Every change requires a new contract.	None: Simply adjust focus during your status call.
Transparency	Opaque: Milestones mask actual progress.	Total: Real-time visibility into every hour spent.
Relationship	Adversarial: Vendor wants to do less for more.	Collaborative: Both parties focus on the best outcome.
Sales Cycle	Constant: Restarts for every new task.	One-Time: One contract, continuous execution.

The Two-Week Operational Transition

To ensure that the “promise” of sales matches the “reality” of operations, we implement a mandatory two-week internal transition process. We don’t just “toss the ball” to the engineers; we walk it over.

Internal Kickoff 1: The Scouting Session

Our Operations team treats our Sales team like the customer. We grill the account manager on every technical and perceptional requirement.

We ensure that we aren’t just meeting the specs, but also the expectations of your internal stakeholders.

Internal Kickoff 2: Systems Integration

Once the requirements are validated, our engineers begin loading your environment and users into our internal tooling. We finalize the architecture and ensure that our Project Management Office (PMO) has everything they need to take the lead.

The External Kickoff Call

Only after these internal milestones are met do we hold the final external kickoff with you. At this point, our Operations and PMO teams take 100% control of the execution, ensuring a seamless start to the project.

Continuous Engagement

Once the project is live, we maintain the same level of transparency that defined the discovery phase.

Transparency Dashboards

You have full visibility into our progress and our hours. You manage us to the metrics we established during discovery.

The Dedicated Account Manager

Your account manager doesn’t disappear once the project starts. They remain your long-term advocate, attending your weekly cadence calls and conducting Quarterly Business Reviews (QBRs) to ensure we are always aligned with your growth.

Bill on Actuals

For our long-term partners, we often transition from Blocks of Hours to a “Bill on Actuals” model once a baseline of trust and operational rhythm is established.