Consider It Done Technologies started as a consulting company - like many others.
Consulting is usually simple to explain. You’re brought in to solve a problem. When the project ends, the relationship often ends with it. That model works. It’s familiar. And it’s what most people expect.
But after 10 years, we’ve learned that this model doesn’t explain what actually keeps a consulting company alive - or relevant - over time.
Ten years together is rare - especially in consulting
Consulting is not known for long timelines.
Teams change.
Priorities shift.
Budgets reset.
Vendors get replaced.
That’s why long-term continuity - both inside teams and with clients - is rare in this industry.
Some of our clients have been with us for more than 8 years. Some of our internal teams have worked together for nearly a decade.
Not because it was easy. And not because change didn’t happen. But because the relationship continued to make sense - technically, operationally, and humanly.
That’s not something you design once. It’s something you earn, year after year.
Trust is earned, not given
Trust doesn’t come with a title. It doesn’t come from seniority or authority. It’s built through everyday decisions - especially by people in leadership roles.
Managers, directors, and technical leaders shape trust not by what they say, but by how they act when decisions are hard, deadlines are tight, and responsibility is unclear.
When respect is present, teams stay aligned. When it isn’t, even strong processes eventually break.
At CIDT, trust has always been treated as work - not as a benefit or assumption. And that mindset applies both internally and in how we work with clients.
Culture shows up in emergencies
Everything looks good when systems are stable. Culture becomes visible when they aren’t.
Incidents.
Production issues.
Unexpected failures.
Clients under stress.
These moments reveal how teams really operate.
Our approach in emergencies is intentionally simple:
- Stay calm
- Fix the issue
- Then make sure it doesn’t happen again
We don’t start with blame. Human error is part of working with complex systems.
Fear shuts down honesty. And without honesty, problems repeat.
A calm, structured response creates space for learning - and keeps teams moving forward together instead of apart.
From relationship-based sales to systems
For a long time, new projects came primarily through relationships.
That’s common in consulting. And it works - until it becomes the only mechanism.
Relationships are valuable, but they aren’t predictable. Over time, we recognized that long-term stability depends on systems, not personalities.
That’s why we invested in building repeatable processes across sales, marketing, delivery, and quality assurance.
Not to grow fast. But to grow sustainably.
Predictability doesn’t come from luck. It comes from structure.
Why we grow with clients, not off clients
Many consulting engagements end after an MVP. That’s often where the relationship stops.
For us, that’s often where it begins.
Some clients started with small scopes and limited budgets. As their products evolved, our role evolved with them.
In some cases, that meant scaling teams. In others, it meant taking on deeper technical responsibility or leadership roles.
Growth didn’t come from pushing more services. It came from shared ownership and long-term thinking.
We don’t aim to extract value from short-term engagements. We aim to build systems, teams, and products that are strong enough to last.
Ten years in, still building
CIDT is approaching its ten-year mark.
For a consulting company, that’s not old - but it’s long enough to see patterns.
Long enough to understand what breaks under pressure. And what holds.
We’re proud of the products we’ve delivered. But more than that, we’re proud of the relationships and teams that made them possible.
That’s what makes CIDT different after ten years in consulting.
Not hype.
Not volume.
But trust, process, and people - built over time.
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