SalesDay builds and runs cloud, security, data and business operations for companies that want delivery they can audit. Not a status deck. We instrument our own work the same way our platform instruments a sales floor, because we built that platform first and ran it on ourselves.
Engineering, data, security and back office. One delivery record across all of it.
Night shift, already running. Our teams work a 16:00 to 02:00 IST shift, so a US business day is covered live, not answered the next morning.
Attendance and output on one record. The same instrumentation we sell is what governs our own delivery, down to the shift.
Dedicated, managed, project or transfer. Four models, so capacity fits the problem instead of the contract.
We shipped our own product first. SalesDay began as a working platform, built and operated in-house before we sold anyone engineering time.
You buy a team and you receive a status report. The report is written by the people being measured, from the week they are describing, with no source behind it. When something slips you find out at the review, which is the last useful moment to act.
Every engagement reports against a record that is assembled from the tools the work happened in, not from a summary somebody typed.
Engineering, data and security on one side. Business operations on the other. The same governance across both, so a programme that spans them does not span two reporting systems.
Build the pipeline, harden the platform, then keep it running. We take services from a laptop to a production environment that can be deployed on a Tuesday afternoon without ceremony.
Web, mobile and API work, including the unglamorous half: taking a system somebody else wrote and making it safe to change.
Testing treated as a release gate rather than a phase. Automation that runs on every change, and performance work before the launch rather than after it.
Find what is exposed, fix what matters first, then prove the posture holds. Assessment through to monitoring and the evidence an auditor will ask for.
Move the data reliably, model it so it can be trusted, then put it in front of the people making decisions. Pipelines first, dashboards last.
Automation applied where a process is genuinely repetitive, and language models applied where judgement is genuinely needed. We will tell you when the answer is a script.
Back office run as a process with owners and numbers attached: finance and accounting, data management, verification and the queues nobody wants to own.
Service desk and infrastructure operations across L1 to L3, on a shift pattern that matches your business hours rather than ours.
Where SalesDay started. CRM hygiene, pipeline discipline and a verified record of sales activity, delivered as a service or as the SalesDay platform.
Not every capability suits every engagement. If something on this list is not the right answer to your problem, we would rather say so at the first conversation than at the first invoice.
A named team that works only on your roadmap, in your rituals, reporting into your leads. You get continuity and context; we carry the hiring, bench and attrition risk.
Best when the work is ongoing and the domain takes time to learn.
You buy an outcome and a service level rather than a headcount. We size the team, and the number you hold us to is the service level, not the seat count.
Best for support, operations and anything with a queue.
A defined scope, a fixed shape and a date. Milestones are evidenced against the delivery record, so progress is not a conversation about percentages.
Best when the end state is clear and someone needs it by a date.
We build the function, run it until it is boring, then hand it to your own staff with the documentation and the people.
Best when you want the capability in-house eventually.
The revenue and sales operations software we build and run. It verifies every call, email and touch against the tool it came from, then scores, flags and escalates without anyone being asked to write a summary.
It matters here for one reason. The accountability we offer on a services engagement is not a promise we invented for a proposal. It is a product we had to build, operate and live under ourselves.
Licensed to teams who want the record and will run it themselves.
We operate it for you, and the revenue operations capability above runs on top of it.
Ask for a walkthroughThese are the clauses that decide whether an engagement is pleasant in month nine. We would rather put them on a public page than negotiate them after something has already gone wrong.
The engineering is largely the same. What changes is the compliance regime, the data sensitivity and the vocabulary, and those are the parts worth asking us about directly.
Buying engineering or back office capacity is easy and getting easier. What has not improved is the ability to see what that capacity actually did, while there is still time to do something about it. SalesDay is built the other way round: we solved the visibility problem for ourselves first, in a product, and the services sit on top of that.
We are a young firm and we will say so. What we will not do is describe a capability we cannot staff, or a service level we cannot evidence.
Leave a work email and we will come back with questions rather than a brochure. If the work is outside what we can staff properly, we will say that in the first reply.
One email address, nothing else. No newsletter, no sequence, no call from a number you do not recognise.