The right people around the problem.
Know who to turn to for a design question, a business decision or a release approval. We agree the responsibilities your project needs, including where our work meets your team's knowledge and any specialist input.
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A team model built around the brief
Your project may need design, development, content and marketing input, but the balance depends on the work. A new enquiry website raises different questions from a feature being added to an existing product. We start with what you need to achieve and identify the responsibilities needed to get there.
The proposal should then name your delivery contact and explain the contributions required. People, capacity and availability are confirmed for the engagement; this page describes how those responsibilities fit together.
Clear responsibilities help everyone
A delivery lead coordinates the agreed work and reviews. Design, engineering, content and marketing responsibilities are identified where the project needs them. On your side, we need someone who can bring feedback together, settle priorities and involve colleagues who know the business details.
That person does not have to know everything. Your sales team might explain what makes an enquiry useful, while an operations colleague confirms what happens after a form is submitted. Knowing whom to ask helps us turn those answers into useful content and behaviour.
Specialist input, with boundaries
Some projects need translation review, photography, legal advice or help from a platform provider. We identify those needs during scoping and clarify whether the work is included, supplied by your team or commissioned separately. Any required credentials or language coverage need to be verified for the people involved.
For example, if your team is arranging photography, agree which images the design needs and when they can be supplied. If legal wording needs approval, identify who will obtain it before planning publication. These dependencies affect the work even when the specialist is outside the delivery team.
Working with your existing team
If you already have an agency or product team, tell us how work reaches them and how they review it. Collaboration may take place in your existing systems where access, security and workflow allow. Agree who assigns tasks, where design or code feedback belongs, and who can authorise a release.
Bring any relevant design files, technical guidance and access requirements into that discussion. It helps establish where our contribution starts, what your team retains and how completed work moves between us.
Read about our delivery process or talk through the roles your project needs.
A clear role map before a promise of capacity
Before work starts, the engagement should make these responsibilities easy to find:
- Your main delivery contact and the work they coordinate.
- Who prepares and reviews each relevant output, such as page copy, designs or code.
- Who supplies business information, assets and specialist approvals.
- Who can approve the finished work and authorise production changes.
One person may hold several responsibilities. The useful question is whether each task has someone able to move it forward, with any availability or coverage requirements agreed.
Ask who owns a decision before asking for a headcount
Consider a common review situation: one colleague wants a shorter enquiry form, while another needs more information to prepare a quote. Someone on your side needs to weigh that trade-off. We can explain the design and implementation implications, but your business priorities guide the choice.
Use the same approach for technical questions. Agree who assesses a proposed change and who approves its release. Coordination, technical leadership and specialist review are separate responsibilities, so check which are included in the engagement.
Review the project process · See the work to discuss · Discuss the roles your brief needs.
Questions for a better brief
A few useful answers before you decide.
Will we know who is responsible for the work?
Who should act as our internal decision-maker?
How are specialist needs handled?
Can the collaboration follow our existing delivery tools?
Does a dedicated arrangement remove the need for product leadership?
How do we avoid becoming dependent on one person\u2019s memory?
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Tell us what you are working towards. We’ll help you find a practical next step.