You are paid to change a system you have never seen, on a deadline you quoted before seeing it.
A NEW CLIENT CODEBASE EVERY FEW WEEKS, WRITTEN BY SOMEBODY ELSE
Every engagement starts the same way: a repository from a team you have never met, no useful documentation, and a delivery date that was agreed on the basis of a sales call.
The ramp-up is real work that nobody pays for, and the estimate that made the deal is the commercial risk you carry for the whole project.
The first weeks of every project are spent reconstructing what the previous team knew.
You quote before you understand the system, and the gap between the two is your margin.
Everything the team learned is gone when they move to the next client.
What is this codebase actually doing?
How long will this change really take, given what it touches?
What did the previous team leave behind that we are about to step in?
Which parts can we change safely and which need the client in the room?
You ask what the requested change would touch, in the client's own words.
The answer names the behaviors and the parts of the product involved, with the evidence.
The estimate is built on that, and the parts that need a client decision are identified before the quote goes out.
The quote reflects the system rather than the optimism of the person writing it.
A WORKED EXAMPLE OF HOW THE WORK GOES, NOT A CUSTOMER CASE STUDY. WHEN WE PUBLISH A CUSTOMER RESULT IT WILL BE MEASURED AND NAMED.
The team starts asking the codebase questions on day one instead of reading it for two weeks.
What a change reaches is known before the number is quoted, which is where the margin is won or lost.
Time recovered from ramp-up is time available for delivery.
Team for a few concurrent clients; Company when several teams are running multiple client projects at once.
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