> ## Documentation Index
> Fetch the complete documentation index at: https://irisdocs.prescientlabs.ai/llms.txt
> Use this file to discover all available pages before exploring further.

# Implementation & Growth FAQ

> Quick answers about converting diagnostics into implementation, expansion, recurring revenue and team growth.

## Should I implement every opportunity I diagnose?

No. Implement only where you have the capability, delivery model and risk controls to do so credibly. Partner or refer when appropriate.

## How do I choose the first implementation project?

Prioritise strong evidence, meaningful value, contained scope, manageable dependencies and a credible route to production.

## Should implementation be included in the diagnostic fee?

Only if explicitly scoped. Production design, build, testing and rollout should normally be a separate commercial scope.

## What if the technical design is still uncertain?

Use a paid design or technical-discovery phase before committing to a fixed production price.

## How do I avoid looking like I am upselling?

Tie the next project directly to the validated findings and explain why it is the logical first intervention. Give the client permission not to proceed.

## When should I use a specialist partner?

When the opportunity requires technical depth, accreditation, capacity or support capability that you do not have internally.

## Who should own the client relationship in a partner model?

Decide explicitly before delivery. Also define commercial ownership, quality assurance, support and confidentiality.

## When does a retainer make sense?

When there is recurring work with a defined cadence: optimisation, governance, roadmap management, managed automation, training or opportunity review.

## What should a retainer not be?

An undefined promise of unlimited access. Specify activities, outputs, response expectations and exclusions.

## How do I expand into another department?

Use evidence from the first engagement, identify a relevant sponsor and run a new bounded diagnostic rather than assuming the same solution transfers unchanged.

## When should I ask for a referral?

After a meaningful positive milestone when the client can articulate the value you created.

## When should I hire?

When the constraint is consistently repeatable delivery or specialist capacity—not because one month is busy.

## Contractor or employee?

Use contractors for variable or specialist demand. Consider employees when the workload is sustained, the role is core and the economics support ongoing utilisation.

## How do I reduce founder dependency?

Standardise the sales stages, diagnostic method, templates, quality gates and delivery responsibilities so others can reproduce the operating model.

## Which growth metric matters most?

There is no single one. Track demand, win rate, margin, repeat revenue, utilisation, cash collection and client concentration together.