The questions delivery leaders actually ask us.

Delivery intelligence reads the signal around client work, email, meetings, chat and documents, and turns it into a live position on scope, margin and client risk. Scallor is the delivery intelligence platform for systems integrators and consulting firms.

The category exists because of a gap. Your PSA, your PM tool and your CRM are systems of record: they hold what somebody remembered to type in, after the fact. But the things that actually cost you money are agreed somewhere else, in a call, in a thread, in a document nobody re-read.

A scope change is agreed on a Tuesday call and absorbed by Friday. A client goes quiet three weeks before they escalate. Neither event exists in any system you own until the damage is already priced in. Delivery intelligence reads that layer and puts a number on it while the decision is still open.

Founder-led systems integrators, regional GSIs and boutique consultancies running several client projects at once, where the founder or MD is still pulled into delivery escalations and is also the person who signs.

Beyond that, the fit is practical. Delivery needs to run on systems Scallor can read: a PM or ticketing tool, team chat, and SOWs that exist as documents. We are working with firms in North America, the UK, Singapore and Australia. And it lands hardest when something recent has made this urgent, a written-down project, a lost account, a wave of client wins the current process will not survive.

Where it is not the right fit: internal IT teams with no client contracts, firms running a single long project, and anyone whose scope was never written down in the first place. If there is no baseline, there is nothing to defend. The full fit check is on the apply page.

Because it shows its arithmetic. Every score expands into the signals behind it, it is measured against that client’s own normal, and when the evidence is thin it says so rather than inventing a number.

Six things make it checkable rather than magic:

• Relative, not absolute. The silence threshold is that client’s own normal reply gap, not a universal number of days.
• One signal is only ever a watch. Elevated risk needs two or more signals agreeing.
• The score expands. You see the arithmetic and the evidence behind every number.
• It admits what it does not know. Not enough data says “not enough data”.
• Client and project level, never per person. We do not score your people.
• Read through how the project is actually sold. You set the billing model, payment terms and target margin, and Scallor judges every signal through that lens. The same request is scope creep on a fixed-price project and simply billable on time and materials.

The honest limit, since it matters more than the reassurance: no system reads every signal, and we are not going to claim otherwise. Scallor will miss things. What it will not do is invent a number to cover the gap, and every miss you flag is used to tune what it catches next.

No. Scallor measures clients and projects, never individuals. There are no staff leaderboards and no per person scores, and that is a design decision we will not configure away.

Sentiment is read on client communication, not internal chat. Risk is attributed to a process stage, not a name. Scallor supercharges your people, it does not watch them.

Your status report is an opinion. Scallor computes status from the evidence, then finds what no single report can see: the patterns repeating across your whole portfolio, including the work you are quietly rebuilding at cost.

Almost every firm has at least one project reported green while the work underneath is red, and the colour softens further as it travels up. The question is only whether you find out this month or at the quarterly review.

That is the part people expect. The part they do not is what shows up once Scallor can see every project at once. Scope is where most firms feel the pain first, so it is where we start, but the same engine reads cash exposure, cooling clients, blocked handoffs, key-person concentration and process gaps that repeat project after project.

Some of those findings are not about defending money at all. They are about finding it.

It works in the other direction too. Scallor tells you what is going right and when to act on it, like asking for the case study while the launch is still going well rather than three months later when the glow has gone.

Keep it. A PSA tells you where margin bled after the month closed. Scallor defends it in live dollars while the project is still running, so you price the change order instead of absorbing it.

Scallor reads the signals your PSA never sees, in email, meetings, chat and documents, and turns them into a decision while there is still time to act on it. The same is true of your project tool. Keep Jira, keep Asana, keep whatever your team already opens every morning. Scallor sits on top of them rather than replacing any of them, which is also why there is nothing new for anyone to maintain.

One thing worth naming, because no PSA holds it: Scallor maps who actually holds each client and project together. So the question “if our best delivery lead resigned tomorrow, which accounts wobble?” has an answer on a screen, before the resignation rather than after it.

No. Scallor connects to the tools your team already uses and reads what is already there. Nobody logs anything new, and there is no adoption programme to run.

Email, meetings, chat, your project tool, your CRM and your documents flow into one signal layer. What comes back out is a Monday morning brief, not another dashboard to maintain.

Messy is the normal starting point, and it is usually the reason margin is leaking in the first place. Scallor works from the signed documents and live conversation, which are the two things every firm does have.

Where evidence is thin, Scallor says so rather than guessing. Coverage improves as more of your stack connects, but you do not need a clean-up project before you start.

Five measurable outcomes by Day 45, agreed together in your first session. Miss even one and your first quarter is refunded in full, no argument.

The five are agreed with you, not chosen by us, because a guarantee written against outcomes you did not pick is not a guarantee. They are written down in session one, measurable, and reviewed every week so you always know where you stand. There is no panel and no negotiation at the end: miss one and your first quarter is refunded in full.

Unlimited users. Bring the whole delivery team, PMs, leads, finance, the founder. Nobody is priced per seat, so nobody gets left off the system to keep the bill down.

That matters more than it sounds. Per seat pricing quietly decides who gets to see the truth about a project, and the people cut first are usually the ones closest to the work. There are no surprise bills, we walk you through the numbers on the call, and the first quarter is wrapped in the Day 45 guarantee, so the risk sits with us, not you.

With receipts. Every flag Scallor raises and every change order it turns into revenue is logged with its evidence, so at the end of the quarter you get a ledger, not a claim.

We are early and we do not hide it. Three founding member spots, chosen rather than sold, each with a founder on the account and a Day 45 guarantee that refunds your first quarter if we miss.

You are not buying a logo wall, and we are not going to pretend otherwise. What you get instead is the thing that stops being available once a company scales: the person who built it working on your account, a roadmap you can still influence, and pricing set before it hardens.

Three spots is not a marketing number. It is how many firms we can give that level of attention to at once while the guarantee is real. When they are taken, the next intake looks different.

Days, not a six month implementation. Your first session sets up the team, connects your integrations and loads your first project. Scope baselines come back the same day the documents go in.

The Day 45 clock starts when your onboarding checklist is complete, not at signature, so setup time is never counted against your own guarantee.

Less than it gives back. Two setup sessions, then a weekly check-in. Nobody works differently or maintains a new system, and the aim is a week of your team’s work back every month.

A project manager typically loses about a day a week to reporting and chasing updates. Instead of opening Slack, then email, then your project tool to work out what needs attention, that answer is waiting when they log in, already ordered by what matters.

The hours are tracked, not asserted. You will see time saved broken down by project, by function and by role, using rate assumptions you set and can change. To be straight about it: the time saving is a target we measure and show you, not one of the five outcomes your Day 45 guarantee is written against. Those you set yourself in session one.

Your data is scoped to your organisation, encrypted in transit and at rest, and never used to train anything shared with another customer.

Access is role based and every action is audited. Anything client facing that Scallor drafts is signed by a named person on your team before it leaves. Worth separating two things that often get collapsed into one: the models never train on your data, and Scallor does learn from your own decisions inside your own workspace. Dismiss a signal as noise and it stops surfacing that kind for you, and only for you. Full detail sits in the Trust Centre.