years.
We started where everyone was stuck.
In the middle of a lockdown, learning stopped. We built what let it continue — learning platforms and coding compilers that ran entirely in a browser, for institutions that had no other way to teach.
It wasn't a strategy. It was the problem in front of us, and we could solve it.
Students stopped watching and started shipping.
Watching tutorials doesn't make an engineer. We moved students onto real projects with real requirements and real deadlines — applications that had to actually work.
It raised our own bar as much as theirs: delivery standards, review habits, a working definition of done.
We'd been building software since day one — learning platforms, compilers, evaluation engines. The shift wasn't about learning how to build. It was about choosing who we wanted to build for.
Four people, no portfolio, one bet.
We stepped into product engineering with a team of four. No enterprise logos, no case studies — just the conviction that we could ship what we said we'd ship, on the date we said it.
That turned out to be the only thing clients were actually buying. Most of the people in this room joined after that bet was placed — which means most of you are the reason it paid off.
We didn't stop teaching.
The training work is still running — and a good number of the people in this room came to us through it. It keeps us close to where engineers actually start, which is the same reason we're any good at bringing new ones up.
Campus programmes across the country, teaching engineering the way we practise it.
Enterprise software and AI systems, built and delivered for clients across five countries.
What we have to show for it.
Every one of these is somebody's work. The 150+ projects shipped and the 140+ colleges we reached didn't happen at a company level — they happened at a desk, on a deadline, one at a time.
Then the curve turned.
- Headcount
- Projects delivered
- Clients
The flat years weren't the slow years. Everything that made the last two possible — the standards, the reputation, the people who stayed — was built in the part of this curve that looks like nothing is happening.
Five countries.
The stack grew up with us.
The next thing we build is the way we build.
We grew twelve times over in two years, and we absorbed that growth on goodwill — people covering gaps, explaining something a second and third time, holding things together because they cared enough to. That is who we are, and it isn't going anywhere: ask twice, ask three times, someone here will always answer. What we're setting out to do this year is give that spirit a structure to stand on — so the goodwill goes into the work itself, not into covering for what we haven't written down yet.
So year seven is about the unglamorous half: the handbook, the reviews, the standards, the documentation that means a new engineer is useful in a week instead of a month. Not more process for its own sake — less of the load carried in someone's head, and more of it written down where the whole team can share it.
Where we go next.
- 01Raise the engineering bar.Coding standards, further still
- 02One Redsage, one ideology.A culture we all share
- 03Process that clears the way.Smoother, faster, less friction
- 04Take on harder problems.Bigger briefs, better answers
- 05Our people are the product.Strength built on who we are
- 06Work smarter, not longer.Leverage over hours
- 07Lift the whole family.Better lives, together
Six years made us good. Year seven is where we get sharper.