How the people on your engagement get chosen, screened and contracted.

No. A Tenhaw delivery team is two or three senior people, with no pyramid of juniors behind them and no bench priced into the rate. Every associate on your engagement is someone James Rooney has already delivered alongside, hands on, on real work rather than in an interview, and each is screened and contracted to written confidentiality and data-handling terms before touching your estate. Nobody is added to pad a team. The capability that outlasts us is built in your permanent team, who pair with ours for the whole build.

You get James Rooney, and he is on the call before the work as well as during it. He leads every audit personally and provides oversight on everything else, including programmes Tenhaw does not build, so he is not a partner who appears at the kickoff and the closedown. He is named from the first email as your escalation route for the whole engagement, and he runs the first thirty-minute call himself, so the person you are assessing is the person accountable for the outcome.

Delivery carries on, because no team here is a team of one. Every engagement is staffed as a team of two or three senior people, so when one of them is unavailable the others carry the work. That holds for the founder as much as anyone, and engagements do not pause because James Rooney is ill. Oversight transfers to the senior practitioner on the engagement. Because all code, documentation and credentials live in your repositories and your accounts from day one, nothing is stranded on a laptop while it happens.

Two published bands cover the five delivery roles. Operating-model leads, agentic architects, agentic leads and forward-deployed engineers bill at the senior practitioner rate of £1,250 a day; adoption leads bill at the associate rate of £950 a day. James Rooney, the partner, bills at £1,560 a day. All rates exclude VAT, and every monthly price on the services pages derives from them at twenty billable days a month, so you can check the arithmetic on any proposal yourself. A design pair is two of those seats and a build team is three, so the monthly price follows from which shape you buy.

Because £950 a day is what the market pays for the role, not a measure of what the role decides. Getting people to work the new way, and measuring that they have, is the job that usually fails on an agentic programme. An agent that works and that nobody uses is a failed programme with a working demo inside it. The adoption lead is the person in your building, sitting with the team whose work changes, watching what they actually do rather than what the process says they do, and reporting adoption alongside what reached production that month.

At proposal stage, before you have committed anything, you get the team shape and the price in writing: how many people, in which roles, on which rung of the published rate card, so you can do the arithmetic yourself. You also get the accountable partner by name, James Rooney, who is your escalation route from the first email. Then, with the Statement of Work during supplier onboarding, come confirmation of BS7858-standard screening, insurance certificates with every cover level published in figures, and the Data Processing Agreement with its sub-processor annex, all available for review before signature.

During supplier onboarding, with the Statement of Work. Confirmation of BS7858-standard screening arrives at that stage, covering identity, right to work, employment history and criminal record checks, and the screening itself is completed before anyone gets access to your systems or data. Everyone on the engagement is also contracted to written confidentiality, which survives the end of the engagement indefinitely, and works to your data-handling requirements, with access requested against the principle of least privilege, time-boxed to the engagement and closed out through a documented offboarding step on exit.

Yes, where you want that in the Statement of Work. Name the firm on the first call and we will tell you immediately whether we are working with them, and we will accept a named-competitor restriction. Blanket sector exclusivity is the one thing we will not offer, because we work across financial services, retail and consumer, industrial and energy, and the public sector, and we intend to keep doing so. Underneath either answer, nothing moves between engagements, no code, prompts, requirement sets, data or roadmap, and everyone on your work operates inside your estate under your access controls, so there is no shared environment for anything to cross in.

If we are full, you will hear it on the first call, with a date for when the next slot opens, rather than us taking the work and thinning the team to cover it. We do not publish a maximum number of concurrent engagements, because an honest figure moves with the shape of the work rather than with a policy, and a number printed once goes stale quietly. The shape holds regardless. Every delivery team is two or three senior people, and James Rooney is on every engagement, leading every audit personally and providing oversight on the rest.

Yes, as a Statement of Work term. Raise the figure on the first call and we will agree it there, rather than pointing you at a published number nobody has actually signed up to. The rest of an operational resilience assessment takes the same route. The scope, the fixed price and the four-week delivery window for an audit sit in that same document, and retainers run on thirty days' written notice either way under our published terms of business. You own the work product and the documentation up to the point of exit, so nothing you have paid for depends on us staying.

By starting from people we have already delivered alongside. The forward-deployed engineer on a build team is someone James Rooney has worked with hands on, on real work rather than in an interview, so the judgement rests on delivery he watched rather than on a conversation. The pool is weighted towards builders who get things into production rather than people who present well, and the standard of pace we select against is the two-week proof of concept on our live insurance engagement. They bill at the published senior practitioner rate of £1,250 a day, and BS7858-standard screening is completed before they reach your systems.

Inside it. The agentic lead owns delivery and decision rights within your management structure rather than advising it from a distance, the engineer builds and ships in your repositories under your access controls, and the adoption lead sits with the team whose work is changing, watching what they actually do rather than what the process says they do. Oversight is the one part that connects from outside, and James Rooney is accountable for the engagement and is your escalation route throughout. If embedded is not how your organisation buys, say so on the first call and we will tell you whether it still works.

Two AI programmes, both led personally. He is the embedded agentic lead on a live insurance engagement, where month one was an audit that unblocked the data issues holding up development and testing, month two rebuilt in a fortnight ground the business had circled for roughly twelve months, PDFs in and business intelligence out on Azure, and month three is productionising it against the client's security standards. At HSBC he led the proof of concept for an AI voice insights platform inside a regulated bank, which projected 1.5 million admin hours a year and did not reach production. Both are proof-of-concept work, and the case studies say which is which.

Because build capacity is rarely what an agentic programme runs out of. The other two seats are an agentic lead who owns delivery and decision rights inside your management structure, and an adoption lead who owns the part that usually fails, getting your people to work the new way and measuring that they have. The engineer is also not the only person writing code, because they pair-program with your engineers for the whole build, which is how the capability stays with you. If what you need is volume, the honest shape is us running or advising the programme while somebody else supplies the people.

By treating team health as a delivery constraint rather than an afterthought. The best delivery comes from teams that are sustainable, psychologically safe and trusted to make decisions, and you cannot measure outcomes if the people delivering them are burning out. In practice that is the adoption lead's job: sitting with the team whose work is changing, watching what they actually do rather than what the process says they do, and reporting what changed alongside what reached production that month. Anyone can buy a tool. Making hundreds of people work differently, and sustaining it, takes someone who has done it before at scale.

Yes, and the rate card is how you check it. A delivery team is two or three senior people, and those seats bill at the senior practitioner rate of £1,250 a day or the associate rate of £950, James Rooney is the partner at £1,560, and there is no junior rung underneath. His own board-level record is the rest of the answer. At HSBC he advised the CIO's office on target operating models across 150+ teams and a $102M budget, and at Microsoft he ran priority programmes for the EMEA senior leadership team, both roles held inside those organisations rather than Tenhaw contracts. If your board needs a global brand in the room, buy the global firm.