Project & product management for software teams

Your team builds the product. We keep it on track.

We organize the work, catch problems early and tell you plainly where things stand, so your team can make informed decisions, address risks earlier and deliver with greater predictability. Starting at 10 hours per week, up to full‑time managed support.

Request a Delivery Call Explore Services

Wrenchwell · Release 4.2 · Online Booking & Payments

Delivery health · Week 45

Amber: launch date at risk

Final test build · Nov 20

68% of the work done · plan 66%

Prioritized backlog

WEB-240Reschedule a visitShould

PLT-391Import pilot customer listsCould

Sprint 21 · in progress

PLT-388Booking event schema v2In sprint

PAY-412Smart payment retryBlocked · waiting on payment provider test access, needed by Nov 10In sprint

IOS-141Technician app: job viewIn sprint

Escalation & decision

Escalated to

Head of Product

Decision needed · Wed, Nov 11

Approve the launch plan for payment retry

Recommended: launch Dec 8 with a simpler daily retry.

Delivery flow for Release 4.2: work items are prioritized into the sprint, dependencies on the booking event schema are mapped, payment retry is flagged as blocked and escalated to the Head of Product with a decision due Wednesday. Overall status: amber, launch date at risk; final test build on track with 68% of the work delivered.

What you’re looking atA sample project board from a fictional project. Work is lined up by priority, a stuck task is flagged in amber, and the right leader is asked to decide by Wednesday.

The problem we solve

Software delivery challenges often start outside the code.

Most teams have capable engineers. What slows them down is everything around the work: shifting priorities, problems found too late, and no one with time to keep everyone informed.

Unclear priorities
A clear plan
We turn a pile of shifting requests into a ranked to-do list your team can act on.
Hidden blockers
Early warnings
We spot what could cause delays while there is still time to fix it.
Constant status chasing
Simple updates
Leaders get a short, honest update every week without chasing anyone.

How RepSix helps

The expertise you need. One managed delivery partner.

Work with RepSix for software delivery management, product management, Scrum facilitation, or rapid prototyping. Choose the support you need, and we’ll define the right team, responsibilities, and capacity for the engagement.

01 · Fractional or full-time

Software Delivery Manager

Keep projects organized, coordinate the people doing the work, identify blockers, and give leadership clear visibility into delivery.

Explore Software Delivery Manager

02 · Fractional or full-time

Product Manager

Turn business goals into clear product priorities, actionable requirements, and decisions your development team can execute.

Explore Product Manager

03 · Fractional or full-time

Scrum Master

Keep your team’s Scrum process productive through effective planning, facilitation, impediment management, and continuous improvement.

Explore Scrum Master

04 · Project-based

Rapid Prototyping

Explore product ideas with interactive designs or working proofs of concept before committing to full-scale development.

Explore Rapid Prototyping

Find the Right Support View all services

See the work

Know where your project stands in two minutes.

Every week, leaders get a one-page report like this sample from a fictional project. It answers three questions: Are we on track? What got done? What do you need to decide?

How to read it

Amber: Mostly on track, but one date is at risk. Green means fine; red means late.
GA: “General availability”: the day every customer gets the new feature.
Scope delivered: How much of the planned work is finished, compared with where the plan says it should be.
Decisions needed: Questions only a leader can answer, each with a deadline.

More examples

Ranked to-do list (backlog)
What could go wrong (risk register)
Launch timeline (roadmap)
Decision brief for leaders

Explore all examples

Executive delivery report · Week of Nov 2

Wrenchwell · Release 4.2 · Online Booking & Payments

Amber: GA date at risk

The release candidate remains on track for Nov 20. General availability on Dec 8 is at risk by up to 10 days until the payment processor enables its retry sandbox. A decision on the fallback plan is needed by Wed, Nov 11.

Scope delivered

68%

On track

Schedule variance

+3d

At risk

Open blockers

1

Blocked

Decisions needed

Approve GA with fixed-schedule retry if sandbox access is not granted by Nov 10
Confirm moving the bookings CSV export to Release 4.3

Shipped this week

Booking status model (requested, confirmed, completed, paid)
Deposits deducted automatically from final invoices
Online booking page for homeowners (beta flag)

Milestones

Target GA Dec 8

Sep 18
Scope locked
, complete
Oct 16
Pilot beta
, complete
Oct 30
Security review
, complete
Nov 20
Release candidate
Code freeze Nov 18
, in progress
Dec 8
General availability
Depends on payment processor
, at risk

Flexible managed delivery

One partner. The right delivery team.

RepSix provides managed delivery support tailored to your needs. We combine hands-on execution with experienced oversight, define clear responsibilities, and provide the agreed team capacity to keep work moving.

See how working with us works

Flexible capacity: Start with 10 hours per week or scale to full-time managed support.
Clear accountability: Know who’s responsible for the work, what will be delivered, and how progress will be communicated.
Experienced oversight: Get additional guidance when important risks, dependencies, or delivery decisions arise.

Start with a delivery call

Less chasing. More shipping.

Tell us what’s slowing your team down. We’ll suggest the kind of help that fits.

Request a Delivery Call

Services

Help that fits around the team you already have.

Software Delivery Manager, Product Manager and Scrum Master services are delivered through managed engagements, starting at 10 hours per week and scaling to full-time support. Rapid Prototyping is scoped separately as a project. Use one service or combine several. No fixed packages.

See pricing & engagements

01 · Fractional or full-time

Software Delivery Manager

Software delivery management as a managed service, fractional or full time. We plan the work, make sure teams aren’t waiting on each other, flag problems before they become delays, and give leaders a clear update every week.

Who it’s for

Growing software companies with one or more engineering teams, and agencies juggling several client projects at once.

What you get

A realistic plan for each launch, kept up to date
Every hand-off between teams tracked, with a name and a date
A weekly check on what could go wrong, and a plan for each
Progress measured against the dates you committed to
A one-page weekly update, plus clear requests when a leader needs to decide

For your engineering team

Sprint and release planning support
Dependency mapping with owners and due dates
Risk and issue register, reviewed weekly
Milestone tracking against the release plan
Stakeholder reporting and decision requests

Problems it solves, what you receive and a typical week

Problems it solves

Launch dates slip with no warning
One team finds out late that it’s waiting on another
Leaders chase updates across email, chat and meetings
Your best engineers spend their days organizing instead of building

What you receive

Weekly one-page updateLaunch plan and timelineList of risks and hand-offsDecision requests for leadersPre-launch checklist

When to consider it

When more than one team works on the same launch, when deadlines keep moving, or when a senior leader has quietly become the project manager.

A typical week

MonPlan the weekAgree this week’s goals and who is available.
TueCheck hand-offsMake sure no team is stuck waiting on another.
WedLook for troubleReview what could go wrong; prepare any decisions.
ThuClear roadblocksGet help from people outside the team when needed.
FriWeekly updateWhere things stand, what shipped, what needs a decision.

A typical week. The actual activities depend on the hours and responsibilities we agree with you: a full-time team works with you every day, while a 10-hour arrangement focuses on the most important meetings, tracking and the weekly update.

See it in practice

Executive delivery report Release roadmap Risk register

Software Delivery Manager details Request a Delivery Call

02 · Fractional or full-time

Product Manager

Product management as a managed service, fractional or full time, including product strategy. We help you decide what to build and in what order, keep one ranked list of everything your team could build, turn each idea into clear written instructions with a checklist for “done,” and keep product and engineering in step. Final product decisions stay with your leadership unless you hand them to us.

Who it’s for

Teams that need a product manager but aren’t ready to hire one, founders carrying the whole to-do list themselves, and agencies whose clients send vague requests.

What you get

Product strategy: what to build next, and why
A realistic roadmap for what comes first, second and third
One organized, ranked list of everything to build
Clear write-ups of what each feature should do, with a “done” checklist
Quick research with customers to test assumptions
Regular planning sessions so product and engineering agree

For your engineering team

Product strategy and discovery
Roadmap planning and sequencing
Prioritization frameworks and trade-off framing
Backlog organization and refinement
User stories and testable acceptance criteria
Product ownership support

Problems it solves and what you receive

Problems it solves

Work starts before anyone agrees what “done” means
Priorities change and nobody tells the team
A plan that lists everything and commits to nothing
Priorities set by whoever asked last
Engineers guess what you meant, and work gets redone

What you receive

Product strategy and roadmapRanked to-do list, marked ready or notFeature write-ups with “done” checklistsSummary of options and trade-offsCustomer research findings

When to consider it

When nobody owns the product day to day, when the to-do list has grown too long to rank, or before annual planning, a fundraising milestone or any big “what do we build?” decision.

See it in practice

Prioritized backlog Decision brief Release roadmap

Product Manager details Request a Delivery Call

03 · Fractional or full-time

Scrum Master

Scrum Master services as part of a managed engagement, fractional or full time. Many software teams work in short, repeating cycles called sprints. We run those routines so they stay short and useful, coach the team on working well together, and clear whatever is slowing them down.

Who it’s for

Teams that already work in sprints but have lost their rhythm, teams new to Scrum, or teams that need someone to run the routine while their lead focuses elsewhere.

What you get

Running sprint planning, daily check-ins, reviews and retrospectives
Spotting and clearing whatever is blocking the team
Ground rules for how the team works together
Turning lessons learned into real changes
Coaching for the team and its product owner

For your engineering team

Sprint planning, stand-ups, reviews and retrospectives
Impediment tracking and removal
Working agreements and team health
Continuous improvement actions, followed through
Scrum coaching

Problems it solves and what you receive

Problems it solves

Team meetings run long or get skipped
Blockers wait days for attention
The team talks about problems but nothing changes
Sprints end with half-finished work

What you receive

Clear goals for each sprintList of blockers and fixesImprovement trackerSprint review summaries

When to consider it

When you have the right people, but the routine has stopped helping them, or when a new team is adopting Scrum.

See it in practice

Sprint health report Prioritized backlog Release roadmap

Scrum Master details Request a Delivery Call

04 · Project-based

Rapid Prototyping

Try ideas before you pay to build them. A separately scoped project, available on its own or alongside an ongoing engagement. Depending on the agreed technical scope, we build clickable UX prototypes, functional proofs of concept, or both, so you can test them with customers before investing in full-scale development.

Who it’s for

Software teams with more ideas than engineering time, and leaders who want evidence before committing engineers to a full build.

What you get

Clickable mock-ups people can try before anything is built
Small working tests that prove a technical idea
Feedback sessions with customers or stakeholders
A clear recommendation on what to build next

For your engineering team

Interactive UX prototypes
Functional proofs of concept
Usability testing and feedback synthesis
Feasibility findings and build recommendations

How each prototype works

01Agree the question the prototype should answer
02Agree what we’ll build and what “done” looks like
03Build a small working version
04Review what we learned and recommend next steps

Prototypes are for learning, not finished products: they aren’t built to handle real customers, complex connections to other systems or open-ended development. Each prototyping project has its own scope, timeline and price, and doesn’t require a three-month commitment.

Problems it solves and what you receive

Problems it solves

Big features get built before anyone tries them
Debates about an idea go in circles without evidence
Engineers are pulled off the roadmap to test hunches

What you receive

Working prototype and walkthroughSummary of feedbackRecommended next step

When to consider it

When you have an idea worth testing, a risky feature on the roadmap, or a steady stream of concepts to try before committing engineering time.

See it in practice

UX prototype Proof of concept

Rapid Prototyping details Request a Delivery Call

Plain English

Words you might hear from us.

Software teams use a lot of shorthand. You don’t need to know any of it to work with us, but here is what the common terms mean.

Sprint: A short, fixed work cycle, usually two weeks. The team agrees what to finish, then reviews it at the end.
Backlog: The team’s ranked to-do list: everything that could be built, most important first.
User story: A short description of something a customer needs and why, written so engineers know what to build.
Acceptance criteria: A checklist that defines when a piece of work is truly done.
Dependency: When one task or team can’t finish until another does.
Release / GA: A release is a batch of new features shipped together. GA (general availability) is the day every customer gets it.
Risk register: A running list of what could go wrong, how likely it is, and the plan if it happens.
Stakeholder: Anyone with a say in, or affected by, the project: leaders, clients, other teams.
Escalation: Raising a problem to someone senior enough to decide, before it becomes a crisis.
Scrum: A popular way of organizing software work into sprints with a few regular meetings.

Questions

Common questions about services.

No. Choose one service or combine several. We agree what we’re responsible for and how many hours a week make sense, then adjust as your needs change.

Start with a delivery call

Not sure which service fits?

Tell us what’s slowing your team down. We’ll suggest the services and capacity that fit, starting at 10 hours per week, up to full-time managed support.

Request a Delivery Call

Managed service · Fractional or full time

Software Delivery Manager

Software delivery management as a managed service, fractional or full time. We plan the work, make sure teams aren’t waiting on each other, flag problems before they become delays, and give leaders a clear update every week.

Request a Delivery Call See pricing

Who it’s for

Growing software companies with one or more engineering teams, and agencies juggling several client projects at once.

What you get

A realistic plan for each launch, kept up to date
Every hand-off between teams tracked, with a name and a date
A weekly check on what could go wrong, and a plan for each
Progress measured against the dates you committed to
A one-page weekly update, plus clear requests when a leader needs to decide

For your engineering team

Sprint and release planning support
Dependency mapping with owners and due dates
Risk and issue register, reviewed weekly
Milestone tracking against the release plan
Stakeholder reporting and decision requests

Problems it solves, what you receive and a typical week

Problems it solves

Launch dates slip with no warning
One team finds out late that it’s waiting on another
Leaders chase updates across email, chat and meetings
Your best engineers spend their days organizing instead of building

What you receive

Weekly one-page updateLaunch plan and timelineList of risks and hand-offsDecision requests for leadersPre-launch checklist

When to consider it

When more than one team works on the same launch, when deadlines keep moving, or when a senior leader has quietly become the project manager.

A typical week

MonPlan the weekAgree this week’s goals and who is available.
TueCheck hand-offsMake sure no team is stuck waiting on another.
WedLook for troubleReview what could go wrong; prepare any decisions.
ThuClear roadblocksGet help from people outside the team when needed.
FriWeekly updateWhere things stand, what shipped, what needs a decision.

A typical week. The actual activities depend on the hours and responsibilities we agree with you: a full-time team works with you every day, while a 10-hour arrangement focuses on the most important meetings, tracking and the weekly update.

See it in practice

Executive delivery report Risk register Release roadmap

Request a Delivery Call

How the engagement works

Starting at

$3,900/month

10 hours per week of managed team capacity

Capacity is the total for your engagement, allocated across the RepSix team as agreed, not one dedicated person
Combine Software Delivery Manager expertise with our other managed services in the same engagement
Experienced oversight included
Three-month initial commitment ($11,700 starting commitment), then month to month with 30 days’ notice
Expanded capacity is quoted in a custom proposal

How we work Pricing & engagements Find the right support

See it in a fictional project

Wrenchwell: The Launch That Almost Slipped

Follow one blocked payment dependency from a routine check to a leadership decision, with the weekly report, risk register and roadmap behind it.

Explore the exampleSample deliverables · Fictional project

Start with a delivery call

Talk to us about Software Delivery Manager.

Tell us what’s slowing your team down. We’ll suggest the services and capacity that fit, starting at 10 hours per week, up to full-time managed support.

Request a Delivery Call

Managed service · Fractional or full time

Product Manager

Product management as a managed service, fractional or full time, including product strategy. We help you decide what to build and in what order, keep one ranked list of everything your team could build, turn each idea into clear written instructions with a checklist for “done,” and keep product and engineering in step. Final product decisions stay with your leadership unless you hand them to us.

Request a Delivery Call See pricing

Who it’s for

Teams that need a product manager but aren’t ready to hire one, founders carrying the whole to-do list themselves, and agencies whose clients send vague requests.

What you get

Product strategy: what to build next, and why
A realistic roadmap for what comes first, second and third
One organized, ranked list of everything to build
Clear write-ups of what each feature should do, with a “done” checklist
Quick research with customers to test assumptions
Regular planning sessions so product and engineering agree

For your engineering team

Product strategy and discovery
Roadmap planning and sequencing
Prioritization frameworks and trade-off framing
Backlog organization and refinement
User stories and testable acceptance criteria
Product ownership support

Problems it solves and what you receive

Problems it solves

Work starts before anyone agrees what “done” means
Priorities change and nobody tells the team
A plan that lists everything and commits to nothing
Priorities set by whoever asked last
Engineers guess what you meant, and work gets redone

What you receive

Product strategy and roadmapRanked to-do list, marked ready or notFeature write-ups with “done” checklistsSummary of options and trade-offsCustomer research findings

When to consider it

When nobody owns the product day to day, when the to-do list has grown too long to rank, or before annual planning, a fundraising milestone or any big “what do we build?” decision.

See it in practice

Prioritized backlog Decision brief

Request a Delivery Call

How the engagement works

Starting at

$3,900/month

10 hours per week of managed team capacity

Capacity is the total for your engagement, allocated across the RepSix team as agreed, not one dedicated person
Combine Product Manager expertise with our other managed services in the same engagement
Experienced oversight included
Three-month initial commitment ($11,700 starting commitment), then month to month with 30 days’ notice
Expanded capacity is quoted in a custom proposal

How we work Pricing & engagements Find the right support

See it in a fictional project

Wrenchwell: Product Backlog and Decision Brief

See a ranked backlog with clear “done” checklists, and the one-page brief that put a launch trade-off in front of the Head of Product.

Explore the exampleSample deliverables · Fictional project

Start with a delivery call

Talk to us about Product Manager.

Tell us what’s slowing your team down. We’ll suggest the services and capacity that fit, starting at 10 hours per week, up to full-time managed support.

Request a Delivery Call

Managed service · Fractional or full time

Scrum Master

Scrum Master services as part of a managed engagement, fractional or full time. Many software teams work in short, repeating cycles called sprints. We run those routines so they stay short and useful, coach the team on working well together, and clear whatever is slowing them down.

Request a Delivery Call See pricing

Who it’s for

Teams that already work in sprints but have lost their rhythm, teams new to Scrum, or teams that need someone to run the routine while their lead focuses elsewhere.

What you get

Running sprint planning, daily check-ins, reviews and retrospectives
Spotting and clearing whatever is blocking the team
Ground rules for how the team works together
Turning lessons learned into real changes
Coaching for the team and its product owner

For your engineering team

Sprint planning, stand-ups, reviews and retrospectives
Impediment tracking and removal
Working agreements and team health
Continuous improvement actions, followed through
Scrum coaching

Problems it solves and what you receive

Problems it solves

Team meetings run long or get skipped
Blockers wait days for attention
The team talks about problems but nothing changes
Sprints end with half-finished work

What you receive

Clear goals for each sprintList of blockers and fixesImprovement trackerSprint review summaries

When to consider it

When you have the right people, but the routine has stopped helping them, or when a new team is adopting Scrum.

See it in practice

Sprint health report Prioritized backlog

Request a Delivery Call

How the engagement works

Starting at

$3,900/month

10 hours per week of managed team capacity

Capacity is the total for your engagement, allocated across the RepSix team as agreed, not one dedicated person
Combine Scrum Master expertise with our other managed services in the same engagement
Experienced oversight included
Three-month initial commitment ($11,700 starting commitment), then month to month with 30 days’ notice
Expanded capacity is quoted in a custom proposal

How we work Pricing & engagements Find the right support

See it in a fictional project

Wrenchwell: Sprint Health & Improvement Report

See how a sprint review turns findings into owned, dated improvement actions, and separates what was done from what is still planned.

Explore the exampleSample deliverables · Fictional project

Start with a delivery call

Talk to us about Scrum Master.

Tell us what’s slowing your team down. We’ll suggest the services and capacity that fit, starting at 10 hours per week, up to full-time managed support.

Request a Delivery Call

Project-based service · Standalone

Rapid Prototyping

Try ideas before you pay to build them. A separately scoped project, available on its own or alongside an ongoing engagement. Depending on the agreed technical scope, we build clickable UX prototypes, functional proofs of concept, or both, so you can test them with customers before investing in full-scale development.

Request a Delivery Call See pricing

Who it’s for

Software teams with more ideas than engineering time, and leaders who want evidence before committing engineers to a full build.

What you get

Clickable mock-ups people can try before anything is built
Small working tests that prove a technical idea
Feedback sessions with customers or stakeholders
A clear recommendation on what to build next

For your engineering team

Interactive UX prototypes
Functional proofs of concept
Usability testing and feedback synthesis
Feasibility findings and build recommendations

How each prototype works

01Agree the question the prototype should answer
02Agree what we’ll build and what “done” looks like
03Build a small working version
04Review what we learned and recommend next steps

Prototypes are for learning, not finished products: they aren’t built to handle real customers, complex connections to other systems or open-ended development. Each prototyping project has its own scope, timeline and price, and doesn’t require a three-month commitment.

Problems it solves and what you receive

Problems it solves

Big features get built before anyone tries them
Debates about an idea go in circles without evidence
Engineers are pulled off the roadmap to test hunches

What you receive

Working prototype and walkthroughSummary of feedbackRecommended next step

When to consider it

When you have an idea worth testing, a risky feature on the roadmap, or a steady stream of concepts to try before committing engineering time.

See it in practice

UX prototype Proof of concept

Request a Delivery Call

How the engagement works

Starting at

$1,900project minimum

Includes the first 10 hours

Additional approved hours at $190/hour
A separately scoped project with defined deliverables
Available on its own, with no recurring managed-services commitment
Prototypes are for learning and decisions, not production-ready software

How we work Pricing & engagements Find the right support

See it in a fictional project

Wrenchwell: Interactive Prototype

Click through a homeowner maintenance-plan prototype, then try the proof of concept that tested smarter payment retries.

Explore the exampleSample deliverables · Fictional project

Start with a delivery call

Talk to us about Rapid Prototyping.

Tell us what’s slowing your team down. We’ll suggest the services and capacity that fit, starting at 10 hours per week, up to full-time managed support.

Request a Delivery Call

How we work

A clear way of working, agreed in writing before we start.

Whether you book 10 hours a week or a full-time team, we work the same way: the RepSix team keeps day-to-day work moving, and senior experts step in for the big decisions.

Find the right support

Build the support around your challenge.

Tell us where your team needs help. Explore how RepSix could structure the right support.

Where does your team need help?

Recommended support

Software Delivery Manager

Often paired with Scrum Master expertise in the same engagement

How RepSix can help

Delivery coordination across teams
Dependency tracking with owners and dates
Milestone visibility against the plan
Early risk escalation with clear options
Weekly executive reporting

Typical deliverables

Weekly delivery reportRisk and dependency registerRelease roadmapDecision briefs

See it in a fictional project

Wrenchwell: The Launch That Almost Slipped

Starting at$3,900/month

10 hours per week of managed team capacity. Scope and service mix are agreed in your proposal.

Discuss This Engagement

Recommended support

Product Manager

Often paired with Software Delivery Manager expertise in the same engagement

How RepSix can help

Backlog prioritization against business goals
Requirements clarified before work starts
Roadmap decisions with trade-offs stated
Stakeholder alignment on what comes first
Release readiness checks

Typical deliverables

Prioritized backlogFeature write-ups with “done” checklistsProduct roadmapDecision briefs

See it in a fictional project

Wrenchwell: Product Backlog and Decision Brief

Starting at$3,900/month

10 hours per week of managed team capacity. Scope and service mix are agreed in your proposal.

Discuss This Engagement

Recommended support

Scrum Master

Often paired with Software Delivery Manager expertise in the same engagement

How RepSix can help

Sprint planning and facilitation
Impediment tracking and removal
Team coordination and working agreements
Retrospectives that lead to change
Continuous improvement, followed through

Typical deliverables

Sprint goals and plansImpediment logRetrospective action trackerSprint health report

See it in a fictional project

Wrenchwell: Sprint Health & Improvement Report

Starting at$3,900/month

10 hours per week of managed team capacity. Scope and service mix are agreed in your proposal.

Discuss This Engagement

Recommended support

Rapid Prototyping

Engagement: a standalone, separately scoped project

How RepSix can help

Interactive UX prototypes
Clickable product demonstrations
Functional proofs of concept
Technical feasibility validation
Defined testing and decision criteria

Typical deliverables

Clickable prototype and walkthroughWorking proof of conceptFeedback summaryBuild recommendation

See it in a fictional project

Wrenchwell: Interactive Prototype

Starting at$1,900

Includes 10 hours. Additional approved hours are billed at $190/hour.

Discuss This Engagement

Starting prices only; your proposal confirms scope, capacity and investment. See pricing & engagements

The engagement

Six steps from first conversation to a steady routine.

The first three happen once. The last three repeat for as long as we work together.

01
Stage 01
Get to know your team
We learn how your team works today: the product, the people, the tools and where things are getting stuck. You get a short summary of what we found and where we’d start.
02
Stage 02
Agree what we’ll do
We agree in writing what we’re responsible for, how many hours a week, how and when we’ll update you, and who to go to when something needs a decision.
03
Stage 03
Join your team
We work inside the tools and meetings you already use instead of adding new ones, and set up the documents we’ll keep up to date.
04
Stage 04
Do the work and keep you informed
We organize the work, keep the to-do list and plan current, chase anything that’s stuck and keep everyone informed on the schedule we agreed.
05
Stage 05
Bring big issues to senior experts
Serious risks, trade-offs and big-picture questions get a senior review, then come back to you as a clear choice with options and a recommendation.
06
Stage 06
Report and improve
Regular updates record where things stand, what could go wrong and what was decided. We review how it’s going and adjust hours and focus as your needs change.

Operating model

Everyday work keeps moving. Big issues reach senior people.

We agree up front which problems get raised to senior people, so nothing important waits for someone to notice it.

Day-to-day team

Keeping work moving

Running team meetings
Keeping the to-do list and plan current
Chasing anything that’s holding work up
Status updates and regular reports

Raise it

When we raise an issue

A deadline is at risk
Something has to be cut to hit a date
The team is waiting on someone outside it
A decision needs a leader
Quality or security worries before launch

Decision comes back

Senior experts · big issues

Experienced judgment

Review of serious risks and trade-offs
Clear options for your leaders
Big-picture and scope questions
Regular check on the quality of our work

Your leaders get a short request: what’s happening, the options, our recommendation and the date a decision is needed.

How issues are handled: the day-to-day team keeps work moving. When something on the agreed list happens, senior experts review it and send your leaders a short decision request with options.

Engagement terms

What we agree up front.

Whether you need 10 hours a week or a full-time team, we start from the same written agreement.

Hours per week: The total capacity reserved for your engagement each week, starting at 10 hours and scaling to full time. Hours are allocated across the RepSix team as agreed, not tied to one person unless specifically agreed.
What we’re responsible for: Exactly which jobs we take on, such as planning, organizing the to-do list, running team meetings or reporting, sized to fit the hours you book.
How we’ll work together: Meetings, how often you hear from us, how quickly we respond and who we go to when something needs a decision, all written into the agreement.
Initial term: Ongoing services start with a three-month commitment. Rapid Prototyping projects are scoped and priced separately.
After that: Service continues month to month, with 30 days’ notice.
Location & tools: We work remotely on US Eastern Time, using your existing tools wherever practical.

Ongoing support starts at 10 hours per week and can scale to full-time managed support. For each client, we define responsibilities, working hours, how often we communicate and how quickly we respond. We don’t offer unlimited or around-the-clock availability.

See pricing & engagements

Questions

Working together, in practice.

After a first call, we start getting to know your team as soon as we’ve agreed the scope and have access to your tools. Exact timing depends on your team and our availability, which we’ll confirm in that first conversation.

Start with a delivery call

See whether our approach fits your team.

A first call covers how your team works today and where support would help most.

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Pricing & engagements

Expertise that scales with your needs.

Get the delivery expertise your team needs with clear starting prices and flexible engagement options. Choose ongoing managed support or a focused prototyping project.

Managed delivery services

Monthly · Ongoing

Starting at$3,900/month

10 hours per week

Get coordinated delivery expertise and experienced oversight through a managed engagement tailored to your software team.

10 hours of weekly managed capacity
Combine delivery, product, and Scrum services
Experienced oversight included
Scale capacity as your needs evolve
Three-month initial commitment
Month-to-month continuation afterward

Monthly pricing reflects agreed team capacity. Additional services and expanded capacity are quoted separately.

Request a Delivery Call

Rapid Prototyping

Project · Standalone

Starting at$1,900project minimum

10-hour minimum engagement

Bring your product idea to life with interactive designs or functional proofs of concept before committing to full-scale development.

Initial 10 hours included
Additional hours at $190/hour
Interactive UX prototypes
Functional proofs of concept
Defined scope and deliverables
Available as a standalone engagement

Additional hours are billed as used, subject to the agreed scope and authorization.

Discuss Your Prototype

The right expertise. The right level of support.

The standard managed engagement is $3,900 per month for an initial three months, a total starting commitment of $11,700. After that, it continues month to month with 30 days’ notice. You commit to the capacity you need, with experienced oversight included, instead of a full-time hire. Rapid Prototyping has no recurring commitment.

One engagement. The expertise you need.

RepSix delivers coordinated services through a managed team. Your contracted hours represent the total capacity allocated to your engagement, not necessarily the hours of one dedicated individual. We define the responsibilities, team structure, and delivery expectations together before work begins.

How pricing works

01
Tell us what you need
Share your product goals, delivery challenges, and the expertise you’re looking for.
02
Define the right scope
We recommend the services, capacity, responsibilities, and deliverables that fit.
03
Receive your proposal
Review your investment, engagement terms, and expected deliverables before getting started.

Start with a delivery call

See whether our approach fits your team.

A first call covers how your team works today and where support would help most.

Request a Delivery Call

About RepSix

Built by engineers and product people.

RepSix was founded in 2024 by a team of engineers and product professionals to build AI agents and AI-based services for B2B clients. We’ve since grown into a broader set of services, and teams can work with us starting at 10 hours per week, up to full-time managed support.

Our story

From AI services to managed delivery.

RepSix began in 2024 with a focus on AI agents and AI-based services for B2B clients. Our services have grown since then, but the founding perspective has not changed: we understand how software is built, which lets us focus on the priorities, coordination and decisions around it.

2024
Founded
A team of engineers and product professionals starts RepSix to provide AI agents and AI-based services for B2B clients.
Since then
Broader services
RepSix evolves to offer more services: Software Delivery Manager, Product Manager (including product strategy), Scrum Master and Rapid Prototyping.
Today
Flexible delivery capacity
We work with growing B2B software companies and agencies, from 10 hours a week to full time.

Principles

How we approach the work.

Clarity over complexity
Process should make work easier to understand, not add paperwork.
Accountability through visibility
Your team and your leaders should always know how things are going, what could go wrong and what was decided.
Practical execution
Useful documents and steady follow-through matter more than textbook process.
Experienced oversight
Big problems deserve experienced judgment, raised early and turned into clear choices.
Respect for existing teams
We improve how your team already works instead of adding red tape.

The mark

Six segments. One system.

Six segments, one for each stage of delivery, around a center point that holds the system together. The sixth segment breaks outward in teal: the moment work ships.

The practice

Senior oversight. Hands-on help. Hours that scale.

RepSix pairs a dedicated, hands-on team with experienced senior oversight. Companies can engage us starting at 10 hours per week, up to full-time managed support, with clear responsibilities, communication and escalation either way.

Leadership of complex, cross-functional projects
Product and engineering collaboration in Agile teams
Delivery of multi-million-dollar initiatives
Structured risk, dependency and stakeholder management

Credentials represented within the practice

PMPProject Management Professional
CSMCertified ScrumMaster
PSPOProfessional Scrum Product Owner
SAFe 6SAFe 6 Agilist
Google PMGoogle Project Management
More

Credentials are held by individual practitioners in the practice. Not every practitioner holds every credential.

How we fit

Alongside your team, not on top of it.

We bring order and visibility without adding another layer of management.

Works inside your existing tools, meetings and routines
Takes on the project and product work we agree
Leaves product decisions with your leaders unless you delegate them
Scales from 10 hours per week to full-time managed support

Start with a delivery call

Tell us what you’re working on.

Share a little about your team, what you’re building and where you could use help.

Request a Delivery Call

Example work · Fictional project

Behind the Build.

Explore the decisions, workflows, prototypes, and reports behind challenging software projects. Every example follows one fictional company, so the numbers, dates and decisions line up from one document to the next.

Wrenchwell Fictional project

The Launch That Almost Slipped.

A blocked payment dependency. Multiple teams. A release date at risk.

01
The goal
Wrenchwell makes scheduling and dispatch software for plumbing, heating and electrical companies. Release 4.2 adds online booking, card deposits and automatic renewals for monthly maintenance plans, so its customers can take bookings and payments without phone tag. The release candidate is due Nov 20, with general availability on Dec 8.
02
The complication
Smart payment retry depends on a test sandbox from an outside payment processor. Access was requested on Oct 12 and still has no date. Five teams share the release, and without the sandbox the retry feature can’t be validated before code freeze.
Risk register Release roadmap
03
The decisions
Delivery management framed three options for the Head of Product: hold the launch for full scope, launch on Dec 8 with a simpler daily retry, or drop payment recovery from this release. Each option shows its trade-offs, an owner and a deadline. A second decision asks the Head of Engineering whether to move the bookings CSV export to Release 4.3.
Decision brief Executive report
04
The delivery response
The risk was caught in a routine dependency check, scored, escalated and turned into a decision with a fallback ready. Priorities, sprint plans and the weekly report were kept current so every team knew where things stood.
Deadline Dominoes
One missed decision. A chain reaction.
Switch views to see the same fictional Wrenchwell dependency left alone, and managed.
1. Payment dependency
  The processor’s test sandbox was requested Oct 12. Still no date.
2. Blocked validation
  Smart payment retry (PAY-412) can’t be built or tested before code freeze on Nov 18.
3. Release exposure
  General availability on Dec 8 could slip by up to 10 days, close to the Dec 21 change freeze.
4. Delayed business value
  Pilot companies were told “December.” Online booking and plan renewals wait with it.
1. Risk identified
  Oct 28: the Sprint 20 dependency check logs it as R-07, with a score.
2. Owner assigned
  The Payments lead and vendor management own it, and escalate to the processor on Nov 3.
3. Options presented
  Nov 6: decision brief DB-03 lays out three options and their trade-offs.
4. Leadership decision
  The Head of Product decides by Wed, Nov 11. A fallback (PAY-419) is ready either way.
5. Plan updated
  Once decided, the backlog, roadmap and next weekly report change to match.
One open dependency touches validation, the release date and the value the launch was meant to deliver.
The same risk, made visible early. A coordinated response doesn’t guarantee the original date; it puts a clear choice in front of the right person in time to make it.
Illustrative scenario · fictional assumptions
If a two-week delay held back an assumed $10,000 a week in contribution value, about $20,000 of expected value would be at risk.
An illustration only. Not a RepSix result, a client saving or a guaranteed return.
Prioritized backlog Sprint health report
05
The work products
Explore all eight sample deliverables behind the story, from the executive report to the prototypes and sprint review.
Browse the deliverables

Project facts: scope, teams, cadence and release plan

Company: Wrenchwell (fictional): scheduling and dispatch software for plumbing, HVAC and electrical companies
Initiative: Release 4.2 · Online Booking & Payments
Scope: Online booking for homeowners, card deposits and invoices, and automatic renewals for monthly maintenance plans, with smart retry when a card fails
Teams: Platform, Payments, Web, iOS (technician app) and QA
Cadence: Two-week sprints; Sprint 21 runs Nov 2–13
Release plan: Release candidate Nov 20 · General availability Dec 8
Third party: An external payment processor supplies retry webhooks and a test sandbox
Decision owners: Head of Product (scope and release) · Head of Engineering (technical trade-offs)

05 · The work products

Explore the deliverables.

ASoftware Delivery ManagerExecutive delivery reportThe one-page weekly update leaders read: on track or not, what’s done, and what needs a decision.View example BProduct ManagerPrioritized product backlogThe team’s ranked to-do list, with each item written clearly enough to build.View example CSoftware Delivery ManagerRisk, issue & dependency registerEverything that could go wrong, who’s watching it, and the backup plan.View example DSoftware Delivery ManagerRelease roadmapOne timeline of who builds what, and when, through to launch day.View example EProduct ManagerStakeholder decision briefA one-page choice for a leader: the options, the trade-offs and our recommendation.View example FRapid PrototypingInteractive UX prototypeA clickable mock-up people can try before anything is built.View example GRapid PrototypingFunctional proof of conceptA small working test that proves a technical idea before anyone builds it for real.View example HScrum MasterSprint health & improvement reportWhat the team planned, finished and changed after the sprint, with an owner and a date for every action.View example

ASoftware Delivery Manager

Executive delivery report

A weekly report written for leaders who have two minutes. It states overall health in plain language, shows what moved against plan, and ends with the decisions and actions that need an owner.

In plain English

Every Friday, leaders get this one page. It answers three questions: Are we on track? What got done? What do you need to decide? “Amber” means mostly fine, but one date is at risk. “GA” (general availability) is the day every customer gets the new feature.

Sample deliverable · Fictional project

What it demonstrates

Concise executive communication
Planned vs. completed work by sprint
Risks, blockers and decisions with owners and dates

Related service

Software Delivery Manager

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Executive delivery report · Week 45 · Nov 2 – 6

Wrenchwell · Release 4.2 · Online Booking & Payments

Amber: GA date at risk

Prepared for: Leadership team
Prepared by: Delivery management
Issued: Fri, Nov 6
Next report: Fri, Nov 13

Online booking and card deposits are complete and on track for the Nov 20 release candidate. General availability on Dec 8 is at risk by up to 10 days because the payment processor has not enabled the test sandbox needed to build smart retry for maintenance plan payments. A fallback is ready; a decision on the GA approach is needed by Wed, Nov 11.

Scope

68% delivered

Plan for this week: 66%

Schedule

+3 days

GA date at risk

Dependencies

1 external blocker

Processor retry sandbox

Quality

0 P1 · 4 P2

Open defects, all triaged

Team capacity

As planned

No unplanned absences

Milestones completed

Sep 18Scope lockedRelease goals and Must scope agreed
Oct 16Pilot betaOnline booking live for 6 pilot companies
Oct 30Security reviewNo critical findings; 2 low findings closed

Upcoming milestones

Nov 18Code freezeOn track
Nov 20Release candidateOn track
Dec 4Go / no-go reviewScheduled
Dec 8General availabilityAt risk · up to +10 days

Planned vs. completed work

Sprint 19Oct 5 – 16

42 / 42 ptsComplete

Sprint 20Oct 19 – 30

44 / 49 pts5 pts carried over (IOS-141)

Sprint 21Nov 2 – 13

16 / 34 ptsIn progress · day 5 of 10

CommittedCompleted

Current delivery risks

R-07Payment processor has not enabled the retry sandboxHigh · rising
R-06Deposit and tax rounding may not match the booksMedium · falling
R-05Technician app job view a sprint behind planMedium · stable

Full risk register

Blockers & dependencies

PAY-412 smart payment retryBlocked by processor sandbox access · needed by Nov 10
IOS-141 technician app job viewDepends on PLT-388 booking event schema v2 · due Nov 13, in progress
PAY-421 failed-payment remindersWaiting on Finance approval of the reminder wording · review Nov 9

Decisions required

1Approve the GA approach for payment retryOwner: Head of Product · by Wed, Nov 11Read the decision brief
2Confirm moving IOS-150 (bookings CSV export) to Release 4.3Owner: Head of Engineering · by Wed, Nov 11

Recommended next actions

Action	Owner	Due
Confirm with the processor account team whether access by Nov 10 is realistic	Payments lead	Mon, Nov 9
Finish acceptance criteria for the PAY-419 fallback with Finance	Delivery management	Mon, Nov 9
Re-plan IOS-141 to protect online booking scope for the release candidate	iOS lead	Mon, Nov 9
Confirm regression plan and the Nov 16–17 load-test window	QA lead	Thu, Nov 12

BProduct Manager

Prioritized product backlog

Release goals broken into epics and user stories that engineering can build from. Each story carries a priority, an estimate, its dependencies, a sprint and a readiness state. Open a story to read its acceptance criteria.

In plain English

The backlog is the team’s ranked to-do list. Each item is a “user story” (what a customer needs and why) with “acceptance criteria,” a checklist that says when it’s truly done. Keeping it ranked means engineers always work on what matters most.

Sample deliverable · Fictional project

What it demonstrates

Product objectives translated into stories
Testable acceptance criteria
Dependencies and sprint assignments visible

Related service

Product Manager Scrum Master

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Prioritized backlog · refined Nov 4

Release 4.2 · grouped by epic, ranked by release impact

4 epics · 13 stories · 69 pts

E1

Online booking

Homeowners can book, reschedule or check a visit without calling the office.

5 of 18 pts done

WEB-231As a homeowner, I want to see the price and deposit before I book, so I know exactly what I’ll pay.Acceptance criteriaMust5Depends onNoneSprintSprint 20Done

Acceptance criteria · WEB-231

Given a furnace tune-up priced at $129 with a $40 deposit, when the homeowner picks a time slot, then the summary shows the price, the deposit due today and the balance due after the visit.
Given the homeowner closes the summary, when nothing is confirmed, then no booking or charge is created.
Given the homeowner confirms, when the booking is saved, then the slot is held, the deposit is charged and a confirmation text is sent.

IOS-141As a technician, I want today’s online bookings in the Wrenchwell app, so I arrive knowing the job and what’s already been paid.Must5Depends onPLT-388SprintSprint 21In sprint · at risk

WEB-240As a homeowner, I want to reschedule my visit up to 24 hours ahead, so I don’t have to call the office.Should5Depends onPLT-388 · design reviewSprintSprint 22Needs design

IOS-150As an office manager, I want to export bookings as a CSV file, so I can match them in my accounting tool.Later3Depends onNoneSprintRelease 4.3 (proposed)Move proposed

E2

Card deposits & invoices

Deposits and final invoices are charged correctly, with no manual fixes.

16 of 21 pts done

PLT-386As the platform, I need a booking status model (requested, confirmed, completed, paid), so every status change is clear and traceable.Must8Depends onNoneSprintSprint 21Done

PAY-405As an office manager, I want the deposit taken off the final invoice automatically, so invoices match what the homeowner paid.Acceptance criteriaMust8Depends onPLT-386SprintSprint 21Done

Acceptance criteria · PAY-405

Given a $40 deposit was paid, when the final invoice is created, then the deposit is shown and deducted from the amount due.
Given the technician adds parts on site, when the invoice is updated, then the new total and remaining balance are recalculated before it is sent.
Given any invoice line, when tax is calculated, then it rounds half-up to the cent and matches all 12 Finance-approved test cases.

PLT-388As engineering, we need booking event schema v2, so the website, technician app and payments all read the same booking events.Must5Depends onPLT-386SprintSprint 21In sprint

E3

Maintenance plan renewals

Failed monthly plan payments are recovered automatically before a plan lapses.

0 of 17 pts done

PAY-412As an office manager, I want failed plan payments retried based on why the card was declined, so more payments recover without phone calls.Acceptance criteriaMust8Depends onProcessor sandbox (R-07) · PLT-388SprintSprint 21Blocked

Acceptance criteria · PAY-412

Given a plan payment fails with a soft decline, when the failure is recorded, then the next attempt is scheduled for that decline category, up to 4 attempts within 14 days.
Given a hard decline (such as a closed account), when the failure is recorded, then no automatic retry is scheduled and the customer is asked to update the payment method.
Given a retry succeeds, when the processor confirms payment, then the plan returns to Active and remaining reminders are cancelled.
Given all attempts fail, when the 14-day window ends, then the plan is paused and the homeowner is notified.

PAY-419As an office manager, I want a simple fixed-schedule retry with a review queue, so plan payments are still recovered if smart retry is not ready.Should3Depends onPLT-388 · decision Nov 11SprintSprint 22Needs AC

PAY-421As a homeowner, I want a clear text and email when a payment fails, so I can fix it before my plan lapses.Must3Depends onFinance copy approvalSprintSprint 22Ready

WEB-233As a homeowner, I want to see my plan’s payment status and next retry date, so I know whether I need to act.Must3Depends onPAY-412 or PAY-419SprintSprint 22Ready

E4

Launch readiness

The release can be tested, supported and rolled out to existing customers safely.

0 of 13 pts done

QA-77As QA, we need a regression suite for booking, payments and retries, so the release candidate can be verified in one pass.Must5Depends onPLT-388SprintSprint 22Ready

PLT-391As support, we need each pilot company’s customer list imported, so returning customers can book online on day one.Could8Depends onPLT-388SprintSprint 23Refining

Two-week sprints. Estimates in story points. Priorities use MoSCoW against the Release 4.2 goal. Product decision authority stays with the Head of Product; the backlog records the agreed order.

CSoftware Delivery Manager

Risk, issue & dependency register

One register for risks, issues and dependencies, scored and owned, with a clear escalation path. The timeline shows how the payment-processor integration risk moved from a routine check to a leadership decision.

In plain English

A list of things that could go wrong, how likely and how harmful each one is, who’s watching it and what the backup plan is. When a risk gets serious, it goes to a leader before it turns into a surprise.

Sample deliverable · Fictional project

What it demonstrates

Probability and impact scoring
Mitigations with owners and target dates
An integration risk identified, assessed and escalated

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Software Delivery Manager

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Risk, issue & dependency register · reviewed Thu, Nov 5

Release 4.2 · open items with owners, mitigations and escalation

1 high4 open

ID	Description	P	I	Score	Owner	Mitigation / action	Target	Status	Escalation
R-07Risk	Payment processor has not enabled the retry sandbox, so smart retry (PAY-412) cannot be built or tested.	4	4	16	Payments lead + Vendor mgmt	Escalated to processor account team Nov 3. Fallback PAY-419 added to backlog Nov 4. Decision brief issued Nov 6.	Nov 10	Open · rising	Yes · Head of Product, decision due Nov 11
R-06Risk	Deposit and tax rounding may not match the books when parts are added on site.	3	4	12	Payments + Finance	12 Finance-approved test cases added to PAY-405. Check pilot invoices before RC.	Nov 12	Open · falling	Not yet · escalate if reconciliation fails
R-05Risk	Technician app job view carried over from Sprint 20 and may miss the release candidate.	3	3	9	iOS lead	Move IOS-150 to Release 4.3; pair with Platform on PLT-388 integration.	Nov 13	Open · stable	Scope decision · Head of Engineering, Nov 11
R-03Risk	Load-test environment is shared with another team.	2	2	4	Platform lead	Window booked Nov 16–17; results reviewed at RC readiness.	Nov 17	Open · falling	No
I-04Issue	Failed-payment reminder wording is awaiting Finance approval, holding PAY-421.	n/a	3	n/a	Finance	Draft sent Nov 4; review booked Nov 9.	Nov 13	Open	No
D-01Dependency	Booking event schema v2 (PLT-388) is needed by iOS, Web and Payments.	n/a	4	n/a	Platform lead	Daily check-in on consumer readiness; contract tests agreed Nov 3.	Nov 13	In progress	No
I-02Issue	Pilot homeowners received duplicate “payment failed” texts.	n/a	2	n/a	Payments lead	Fixed in PAY-415 and verified with two pilot companies.	Nov 4	Closed Nov 4	No

Probability and impact on a 1–5 scale. Score = P × I: 12+ high, 6–11 medium, under 6 low. Issues and dependencies are scored on impact only.

Risk heat map

Probability

R-07R-05R-06R-03

Impact

How R-07 was identified, assessed and escalated

Oct 12
Requested
Payments requests sandbox access from the payment processor.
Oct 28
Identified
Sprint 20 dependency check: request open 16 days with no ETA. Logged as R-07 (P3 × I4).
Oct 30
Assessed
PAY-412 needs about 6 working days of build and test after access. Latest viable date to meet code freeze: Nov 10.
Nov 3
Rising
Still no ETA. Escalated to the processor account team; probability raised to 4. Fallback PAY-419 added Nov 4.
Nov 6
Escalated
Decision brief issued to the Head of Product with options and a recommendation. Decision due Nov 11.

DSoftware Delivery Manager

Release roadmap

The release on one timeline: sprint boundaries, workstreams, the blocked dependency, QA checkpoints and the two decision gates, with the possible GA slip shown rather than hidden.

In plain English

One timeline showing what each team is building, in what order and when. It shows where one team is waiting on another, when testing happens, and the dates when leaders give the go-ahead.

Sample deliverable · Fictional project

What it demonstrates

Sprint and release coordination
QA and release-readiness checkpoints
Decision gates and schedule risks

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Release roadmap · updated Thu, Nov 5

Release 4.2 · Oct 5 – Dec 18, two-week sprints

RC on trackGA at risk

Sprint 19Oct 5Sprint 20Oct 19Sprint 21Nov 2Sprint 22Nov 16Sprint 23Nov 30

Milestones & gates

Pilot betaOct 16Security reviewOct 30Decision gateNov 11Code freezeNov 18Release candidateNov 20Go / no-goDec 4GADec 8

Possible GA slip · up to 10 daysToday · Nov 5

Booking servicePlatform

Status model · schema v2

Deposits & invoicesPayments

Deposits · invoices

Online bookingWeb

Book · reschedule · status

Technician app: job viewiOS

At risk · carried over once

Plan renewals & retryPayments

BlockedSmart retry or fallback

QA & release readinessQA

RegressionPilotHypercare

On trackAt riskBlockedPlannedQA / readinessDecision gate

QA & release-readiness checkpoints

Nov 11
Decision gate
GA approach for payment retry approved by the Head of Product.
Nov 18
Code freeze
All Must stories merged. No open P1 defects.
Nov 20
Release candidate
Regression suite (QA-77) passes. Load test from Nov 16–17 within agreed limits.
Nov 30 – Dec 3
Pilot verification
Finance checks pilot invoices. Support scripts reviewed.
Dec 4
Go / no-go
Head of Product and Head of Engineering decide. Rollback plan confirmed.
Dec 8 – 18
GA and hypercare
Daily triage until Dec 18, ahead of the Dec 21 change freeze.

Schedule risks

R-07 · processor sandboxAccess after Nov 10 moves GA by up to 10 days unless the fallback is approved.
R-05 · technician app job viewMay miss the release candidate; CSV export proposed for 4.3 to protect scope.
CalendarA 10-day slip lands GA on Dec 18, leaving no hypercare buffer before the Dec 21 change freeze.

EProduct Manager

Stakeholder decision brief

When a risk needs leadership, it arrives as a short brief: the decision, the context, the options with honest trade-offs, a recommendation and a deadline. The decision stays with the client’s leadership.

In plain English

When a choice needs a leader, we don’t just raise the problem. We lay out the options, what each costs in time and risk, and what we recommend. You make the call.

Sample deliverable · Fictional project

What it demonstrates

Decision visibility without taking authority
Trade-offs stated plainly
A named decision owner and deadline

Related service

Product Manager

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Decision brief · DB-03 · issued Fri, Nov 6

How should Release 4.2 reach GA while smart payment retry is blocked?

Decision due Wed, Nov 11

Decision owner: Head of Product
Consulted: Head of Engineering, Payments lead, Finance, Customer Success
Prepared by: Delivery management
Linked items: R-07 · PAY-412 · PAY-419

Decision required

Choose the GA approach for payment recovery in Release 4.2: hold the date for full scope, ship with a simpler retry, or remove recovery from this release.

Business & delivery context

Smart retry (PAY-412) needs the payment processor’s retry sandbox. Access was requested Oct 12 and has no ETA after escalation on Nov 3.
PAY-412 needs about 6 working days of build and test. Access after Nov 10 misses code freeze on Nov 18.
Everything else in the release is on track for the Nov 20 release candidate.

Options and trade-offs

AOption A

Hold GA until sandbox access arrives

Full scope at GA, including smart retry.

GA moves to Dec 18 at the earliest; no firm date until the processor responds
No hypercare buffer before the Dec 21 change freeze
Pilot customers were told “December”

BRecommended

Launch Dec 8 with fixed-schedule retry

Ship PAY-419 (3 pts) at GA; smart retry follows in 4.2.1 once access is granted.

GA date held; online booking and deposits ship as committed
Customer Success reviews the failed-payment queue daily until 4.2.1, about an hour a day at most
Retry timing is less tailored to decline reasons until 4.2.1

COption C

Remove payment recovery from 4.2

Ship booking and deposits only; offices keep phoning homeowners about failed plan payments.

GA date held with the least engineering effort
Failed plan payments stay a manual chore for office staff
Drops a capability pilot customers asked for

Recommendation · Option B

Keep Dec 8 and ship the fixed-schedule fallback, with one condition: if the processor grants access by Nov 10, the team continues with PAY-412 in Sprint 22 and PAY-419 stays unused. This protects the committed date without closing the door on the full scope.

If approved, next steps

Finalize PAY-419 acceptance criteria with Finance · Nov 12
Add the failed-payment queue to the support playbook · Nov 20
Plan 4.2.1 for smart retry once access is confirmed

Who decides

The Head of Product owns this decision. Delivery management prepares the options, records the outcome in the next report and updates the backlog and roadmap. It does not make the call.

FRapid Prototyping

Interactive UX prototype

A clickable mock of the homeowner’s maintenance plan page, built to test whether people can change, pause or fix their plan on their own. Try upgrading, pausing, or updating the card.

In plain English

A clickable mock-up of a new feature. People can try it before anything is built, so you find out what’s confusing while changes are still cheap.

Sample deliverable · Fictional project

What it demonstrates

Validating a user experience before build
Realistic flows with charges shown up front
Findings turned into a build recommendation

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Prototype · Homeowner maintenance plan

Scenario

Current plan

Comfort Plus · Monthly

$29 per month · 2 tune-ups a year

Active

Current period Nov 1 – Dec 1 · 26 days left

Payment method

Card ending 0417 · expires 08/28

Billing history

Nov 1Comfort Plus · Monthly$29.00Paid
Oct 1Comfort Plus · Monthly$29.00Paid
Sep 1Comfort Plus · Monthly$29.00Paid

GRapid Prototyping

Functional proof of concept

A narrow, working test of the retry logic itself. It answers a technical question, not a design one, and is not production code.

In plain English

A small working test that answers one question: when a homeowner’s card fails, does retrying at smarter times recover more plan payments? You learn the answer before paying to build the real thing.

Sample deliverable · Fictional project

What it demonstrates

Validating technical feasibility
A narrowly scoped technical test
A clear conclusion and the open risk it depends on

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Proof of concept · payment-retry logic

When a homeowner’s card is declined, does smart retry recover more plan payments than retrying every day?

View the retry policy being tested

// Retry policy under test (excerpt). Days are offsets from the failed plan payment.
const POLICIES = {
  fixed: () => [1, 2, 3, 4],                         // legacy: retry daily, 4 times
  smart: (decline) => ({
    insufficient_funds: [3, 5, 7, 14],               // give funds time to arrive
    processing_error:   [0.2, 1, 3],                 // transient: retry within hours
    do_not_honor:       [2, 5, 9],
    expired_card:       [],                          // hard decline: ask for new card
    account_closed:     [],
  })[decline],
};

The simulation is deterministic: a charge succeeds when the attempt day is on or after the recovery day, and processing errors clear on the second attempt. Reminder texts and emails follow PAY-421 (days 1, 3 and 7). After 14 days without payment the plan is paused.

Proof-of-concept conclusion

Across the 5 decline types and 16 recovery days in this simulator (80 cases), smart retry recovered 71 plan payments and the daily schedule recovered 56. The whole difference comes from soft declines that recover after day 4, which the fixed schedule has already given up on. The smart policy also skips the four pointless retries on hard declines. Feasible to build; the open question is processor support for decline-code webhooks (R-07).

HScrum Master

Sprint health & improvement report

A one-page review written at the end of each sprint. It records the goal, what was planned and finished, what got in the way, and the improvement actions the team agreed, each with an owner and a follow-up date.

In plain English

A sprint is a two-week work cycle. This page shows what the team set out to do, what it finished, what slowed it down, and the specific changes it agreed to make next time. Finished improvements are marked separately from the ones still in progress.

Sample deliverable · Fictional project

What it demonstrates

Honest sprint goal, scope and carryover
Impediments and dependencies with owners
Retrospective findings turned into tracked actions

Related service

Scrum Master

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Sprint health & improvement report · Sprint 20 · Oct 19 – 30

Wrenchwell · Release 4.2 · Online Booking & Payments

Goal partly met

Prepared for: Delivery team · Head of Engineering
Prepared by: Scrum Master
Retro held: Fri, Oct 30
Actions reviewed: Thu, Nov 5

Sprint goal: finish the price-and-deposit summary (WEB-231) and the technician app job view (IOS-141) for pilot feedback. The team finished WEB-231 and 44 of 49 planned points. IOS-141 carried over because the booking event schema it depends on (PLT-388) changed mid-sprint.

Planned

49 pts

Committed at planning, Oct 19

Completed

44 pts

Includes WEB-231

Carryover

5 pts

IOS-141 moved to Sprint 21

Impediments

1 open

Processor sandbox (R-07)

Improvements

3 done · 2 in progress

As of Thu, Nov 5

Impediments & dependencies

Processor test sandbox (R-07)Open since Oct 12 · escalated to the processor Nov 3 · Payments lead
Booking event schema v2 (PLT-388)Needed by iOS, Web and Payments · due Nov 13 · Platform lead
Shared load-test environment (R-03)Resolved: window booked for Nov 16–17 · Platform lead

Retrospective findings

What helpedPilot companies gave feedback within a day of each build.
What got in the wayTwo stories started without an agreed “done” checklist; WEB-231’s deposit wording was reworked twice.
What got in the waySchema changes were announced in chat, so iOS found out late.
What got in the wayDaily check-ins ran past 15 minutes on 6 of 10 days.

Improvement actions

Action	Owner	Follow-up	Status
Definition of ready: no story enters a sprint without acceptance criteria	Product Manager	Sprint 21 planning, Mon, Nov 2	Done
Post schema changes in one shared channel, backed by contract tests	Platform lead	Tue, Nov 3	Done
Book the shared load-test window early (Nov 16–17)	Platform lead	Wed, Nov 4	Done
Time-box daily check-ins to 15 minutes; problems go to a follow-up	Scrum Master	Review at Sprint 21 retro, Fri, Nov 13	In progress
Pair iOS with Platform on the PLT-388 integration	iOS lead	Fri, Nov 13	In progress

Points are a planning aid for this team’s own forecasting, not a score for comparing teams or people.

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A few sentences is plenty: team size, what you are shipping, and what is getting in the way.

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Privacy Policy

Effective date: November 6, 2026

RepSix LLC (“RepSix,” “we,” “us,” or “our”) is a Maryland limited liability company providing software delivery management, product operations, and related consulting services.

We respect your privacy and are committed to handling personal information responsibly, transparently, and securely.

This Privacy Policy explains how we collect, use, disclose, retain, and protect personal information when you visit our website, submit an inquiry, or communicate with us regarding our services.

By using our website, you acknowledge that your information will be handled as described in this Policy. Where applicable law requires consent for particular activities, we will request that consent separately.

1. Information We Collect

We collect only information reasonably necessary to operate our website, respond to inquiries, and conduct our business.

Information you provide directly

When you complete our contact form, request information, or communicate with us, we may collect:

Your name.
Your business email address.
Your company or organization.
Your job title or role, if provided.
The services you are interested in.
Information about your project or delivery challenges.
Any additional information you voluntarily include in your messages.
Records of our communications and follow-up correspondence.

You are not required to provide optional information.

Please avoid submitting passwords, financial account details, sensitive personal information, confidential source code, or proprietary business information through our general contact form.

Information collected automatically

When you visit our website, certain technical information may be collected by our hosting infrastructure and enabled website services.

This may include:

Internet Protocol (IP) address.
Browser type and version.
Device type and operating system.
Pages viewed and requested URLs.
Date and time of visits.
Referring website or source.
General geographic information derived from an IP address.
Website performance, diagnostic, and security information.
Cookie identifiers or similar technical identifiers, where applicable.

We use this information primarily to operate the website, maintain security, troubleshoot problems, and understand website usage.

Information from subsequent communications

If you schedule a call, exchange emails with us, or discuss a potential engagement, we may retain relevant correspondence, meeting details, and business-related information necessary to respond to your request.

Sensitive personal information

Our website is not designed to collect sensitive personal information, including government identification numbers, financial account credentials, health information, biometric identifiers, or information about protected personal characteristics.

We do not intentionally request such information through our website. If you submit it unnecessarily, we may delete or redact it.

2. How We Use Personal Information

We use personal information for the following purposes:

Responding to inquiries

To answer questions, discuss our services, schedule conversations, and evaluate whether our services meet your business needs.

Business communications

To maintain records of our communications, prepare requested information, and follow up on discussions you initiate.

Website operations

To operate the website, troubleshoot errors, maintain functionality, and improve reliability.

Security and abuse prevention

To detect suspicious activity, investigate technical issues, prevent misuse, and protect our systems.

Website analytics

To understand traffic patterns, identify useful content, and improve the website experience.

Business administration

To maintain necessary records, manage prospective engagements, comply with applicable laws, and protect our legal rights.

Marketing communications

We may send relevant follow-up communications related to an inquiry or business discussion. We will not automatically enroll you in an unrelated marketing mailing list solely because you submitted a contact form.

If we send optional promotional emails, you may unsubscribe or request that we stop sending them.

We do not use contact-form submissions to make solely automated decisions that produce legal or similarly significant effects concerning individuals.

Where a law requires a particular legal basis for processing, we rely, as appropriate, on responding to your request, taking steps toward a potential contract, legitimate business interests, compliance with legal obligations, or your consent.

RepSix does not sell personal information.

We do not disclose personal information to data brokers or sell visitor contact information.

We may share limited information with service providers that help us operate our website and business.

Website hosting and infrastructure: Vercel

Our website is hosted using Vercel infrastructure.

Vercel may process technical information such as IP addresses, request information, diagnostic data, and server logs to deliver and secure the website.

Information submitted through the website may also be stored in a database hosted through our Vercel infrastructure.

Customer relationship management: HubSpot

We use HubSpot to process contact inquiries and maintain business contact records.

Information shared with HubSpot may include your name, business email, company, role, service interests, inquiry details, and relevant correspondence.

HubSpot processes this information to support our inquiry management and business communications.

Google services

We use certain services provided by Google to support website or business functionality.

Depending on the specific services enabled, Google may process technical information such as IP addresses, browser information, device details, website usage information, or information necessary to provide the relevant functionality.

Our use of Google services is subject to the applicable service configurations and privacy terms.

Other disclosures

We may disclose information when reasonably necessary:

To comply with applicable law, legal process, or a valid governmental request.
To investigate suspected fraud, abuse, or security incidents.
To protect the rights, property, and security of RepSix, our visitors, or others.
In connection with a legitimate business reorganization, merger, acquisition, or transfer of assets, subject to appropriate confidentiality and legal protections.

Service providers receive only the information reasonably necessary for their functions, subject to applicable contractual terms and data-protection requirements.

Some providers may process information under their own privacy policies when acting independently rather than solely on our instructions.

We do not knowingly share sensitive personal information for advertising purposes.

4. Cookies, Analytics, and Local Storage

Our website may use cookies, browser storage, and similar technologies for functionality, security, and analytics.

Essential technologies

Certain technical mechanisms may be necessary to deliver the website, maintain its security, and ensure that requested features function properly.

Analytics technologies

Where analytics tools are enabled, they may collect information about website traffic, page visits, referring sources, browser characteristics, and general usage patterns.

We use this information to understand website performance and improve the visitor experience.

Analytics providers may process technical identifiers or other usage information according to the configuration of the service.

Theme preferences

Our website allows visitors to select a light or dark appearance.

Your selection is stored locally in your browser using local storage. This preference remains on your device and is not transmitted to RepSix as part of the theme-selection functionality.

Managing cookies and preferences

Most browsers allow you to block, restrict, or delete cookies through their settings.

You may also clear locally stored website preferences.

Blocking optional cookies generally should not prevent access to the website’s principal content, although certain functionality or analytics features may be affected.

Where applicable law requires consent before nonessential tracking technologies are activated, we will provide appropriate consent and preference controls.

You may contact us through the contact form on our website with questions about the tracking technologies used on our website.

5. Data Retention and Deletion

We retain personal information only for as long as reasonably necessary for the purposes described in this Policy, subject to applicable legal, contractual, and operational requirements.

Inquiry records

Contact-form submissions and related business inquiry records are ordinarily retained for up to 24 months after our last substantive interaction with you.

We periodically review inquiry records, at least quarterly, and delete information that is no longer required under this retention schedule.

This includes applicable records held in HubSpot and our Vercel-hosted database.

Client records

If you or your organization becomes a client, information associated with the engagement may be retained according to the relevant agreement and applicable business, financial, and legal recordkeeping requirements.

Technical and analytics information

Server logs, diagnostic records, and analytics information may have different retention periods based on their purpose, the relevant provider’s configuration, and our available retention controls.

We do not intentionally retain identifiable technical information longer than reasonably necessary for security, functionality, analytics, or legal purposes.

Backups and residual copies

Deleted information may remain temporarily in routine system backups, disaster-recovery systems, or provider-managed archives until those copies expire or are overwritten under the relevant retention schedules.

Information in such copies is not retained for ordinary business use.

Exceptions

We may retain limited information beyond the usual retention period where reasonably necessary to:

Meet legal or regulatory obligations.
Maintain required financial or transaction records.
Resolve an active dispute.
Establish, exercise, or defend legal claims.
Investigate security incidents or prevent fraud.
Document and honor a previous privacy request.

Where possible, we restrict the use of information retained for these purposes.

You may request earlier deletion as explained below.

6. Information Security

We use reasonable administrative, technical, and organizational safeguards appropriate to the nature of the information we handle.

These may include access restrictions, account security controls, secure transmission methods, service-provider security measures, and procedures for reviewing and deleting unnecessary records.

Access to personal information is limited to individuals and service providers with a legitimate business need to use it.

We take reasonable steps to protect information against unauthorized access, alteration, disclosure, loss, or misuse.

No internet-based system, method of electronic transmission, or electronic storage system can be guaranteed completely secure.

If a security incident occurs involving personal information, we will investigate and provide notifications where required by applicable law.

7. Your Privacy Rights and Choices

We provide a process for individuals to request access to, correction of, or deletion of personal information held by RepSix.

Depending on your location and applicable law, you may have additional rights, including the right to:

Confirm whether we process your personal information.
Request access to the personal information we maintain about you.
Request correction of inaccurate information.
Request deletion of your personal information.
Obtain a copy of certain information in a portable format.
Request information about categories of third parties with whom information has been disclosed.
Withdraw consent where processing depends on consent.
Opt out of certain uses, including applicable targeted advertising, data sales, or qualifying automated profiling.
Appeal a decision concerning a privacy-rights request, where applicable.

We do not currently sell personal information or use it for cross-context behavioral advertising or solely automated decisions producing legal or similarly significant effects.

How to submit a request

Use the contact form on our website.

Start your message with:

Privacy Request: RepSix

Please describe the request and provide the email address or other information reasonably necessary to locate the relevant records.

We may request additional information to verify your identity or authority before granting access to, changing, or deleting information.

We will not require you to create a new website account to submit a privacy request.

Authorized representatives may submit requests where permitted by applicable law, subject to reasonable verification.

Response time

We aim to respond to privacy requests within 45 calendar days of receipt.

Where applicable law permits additional time due to the complexity or number of requests, we may extend the response period and explain the reason within the original response period.

We generally handle reasonable privacy requests without charge.

We may decline or limit a request where permitted by law, including when we cannot reasonably verify the request, must retain certain records, or need information to prevent fraud or satisfy legal obligations.

We will explain applicable reasons for declining a request.

Appeals

If we decline a privacy request and applicable law provides an appeal right, you may appeal through the contact form on our website starting your message with:

Privacy Request Appeal: RepSix

Please explain why you believe the decision should be reconsidered.

Where the Maryland Online Data Privacy Act applies, we will respond to an appeal within 60 days and provide the relevant explanation and information about further complaint options when required.

Nondiscrimination

We will not unlawfully discriminate against individuals for exercising their applicable privacy rights.

8. Maryland and Other State Privacy Laws

RepSix is organized in Maryland and recognizes that individuals may have privacy rights under applicable state laws.

The Maryland Online Data Privacy Act provides qualifying Maryland consumers with rights concerning access, correction, deletion, data portability, and certain processing activities, subject to the law’s applicability thresholds and exceptions.

Residents of other states may have similar or additional rights under their respective laws.

We will assess and honor privacy requests as required by applicable law. We also endeavor to accommodate reasonable access, correction, and deletion requests from other website visitors where practicable.

If we introduce activities involving personal-data sales, targeted advertising, or other processing subject to additional statutory requirements, we will update our disclosures and implement appropriate privacy controls before undertaking those activities.

9. International Visitors

RepSix operates from the United States.

Our website and service providers may process and store information in the United States or in other countries where their infrastructure or personnel operate.

Privacy protections may differ between jurisdictions.

Where applicable international data-protection laws impose additional requirements, we will apply the appropriate protections and honor the rights those laws provide.

If consent is the basis for a particular processing activity, you may withdraw it through the applicable preference mechanism or by contacting us.

10. Children’s Privacy

Our website and services are intended for business professionals and are not directed toward children under 18.

We do not knowingly collect personal information from children under 18. If we learn that we have collected such information, we will delete it.

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Terms of Use

Effective date: November 6, 2026

Welcome to the website of RepSix LLC (“RepSix,” “we,” “us,” or “our”).

These Terms of Use (“Terms”) govern your access to and use of our website, including its content, features, illustrations, and contact forms (collectively, the “Website”).

Please read these Terms carefully. By accessing or using the Website, you indicate your acceptance of these Terms, to the extent an enforceable agreement is formed under applicable law. If you do not agree, please discontinue use of the Website.

These Terms apply only to the Website. They do not govern consulting engagements or create a professional services agreement.

Paid consulting services, project deliverables, fees, intellectual property ownership, confidentiality, warranties, and other engagement-specific obligations are governed by separate written agreements between RepSix and its clients.

1. Purpose of the Website

RepSix provides Software Delivery Management, Product Management, Product Operations, Product Ownership, Scrum Master support, Product Strategy, and Rapid Prototyping services, on a fractional or full-time basis as defined in each engagement agreement.

The Website is intended to provide general information about our capabilities, operating model, and potential services.

Website descriptions are provided for informational purposes and do not constitute binding service offers, contractual commitments, or guarantees of availability.

Specific services, responsibilities, fees, timelines, and deliverables are established through separately executed agreements.

Submitting a contact form, requesting a consultation, or exchanging preliminary communications with RepSix does not establish a client relationship or obligate either party to enter into an engagement.

2. Permitted Website Use

You may access and use the Website for lawful purposes, including researching our services, evaluating a potential business relationship, and contacting RepSix.

You agree not to:

Use the Website for fraudulent, unlawful, misleading, or abusive purposes.
Attempt to gain unauthorized access to the Website, its infrastructure, databases, or connected systems.
Introduce malicious software, harmful code, or other technologies intended to disrupt operations.
Interfere with Website security, functionality, availability, or performance.
Impersonate another person or organization.
Submit false, misleading, defamatory, infringing, or otherwise unlawful information.
Collect or extract personal information about others without authorization.
Use automated systems to overload the Website, circumvent access controls, or unlawfully extract protected content.
Copy, reproduce, republish, or commercially exploit substantial portions of Website content without authorization.
Misrepresent RepSix’s services, qualifications, relationships, or affiliations.

Ordinary indexing by legitimate search engines and other activities expressly authorized by RepSix are not prohibited by the automated-access restriction above.

We may restrict or suspend access to the Website where reasonably necessary to address unlawful activity, misuse, security threats, or violations of these Terms.

3. Informational Content and No Professional Reliance

The Website may contain general information about project management, software delivery, Agile practices, product operations, and related business topics.

This information is intended to help visitors understand our approach and services.

It is not tailored advice for a particular organization, product, project, or business decision.

Website content should not be interpreted as a substitute for an engagement-specific assessment or as a representation that any particular methodology, schedule, or operational recommendation will achieve a specified outcome.

You are responsible for evaluating the suitability of any information before applying it to your circumstances.

RepSix makes no commitment to provide consulting services or individualized recommendations until the applicable engagement terms have been agreed upon.

4. Illustrative Dashboards, Reports, and Examples

The Website may display dashboards, sprint boards, product backlogs, release roadmaps, risk registers, status reports, prototype screens, and other sample work products.

Unless expressly identified otherwise, these materials are illustrative examples created using fictional or simulated project information.

They are intended to demonstrate potential consulting deliverables and methods of organizing work.

Such examples:

Do not represent actual client engagements.
Do not disclose actual client information.
Do not establish a record of past RepSix project results.
Do not guarantee similar results for a prospective client.
May simplify actual delivery scenarios for presentation purposes.
Are not guaranteed to be complete, current, or suitable for operational use.

RepSix does not currently offer a proprietary software platform through this Website.

Illustrative software interfaces should not be interpreted as advertisements for an available RepSix software product.

Any future software products or hosted services would be subject to separately applicable terms and disclosures.

5. Intellectual Property and Website Content

Unless otherwise indicated, the Website and its original content (including its design, text, graphics, illustrations, visual components, logos, and other original materials) are owned by RepSix or used under applicable licenses.

These materials are protected by applicable copyright, trademark, and other intellectual property laws.

The RepSix name, branding, and distinctive visual identity may not be used in a manner that implies sponsorship, endorsement, or affiliation without authorization.

Limited permission to use Website content

We grant visitors a limited, nonexclusive, nontransferable, revocable permission to access and view the Website for lawful informational and internal business evaluation purposes.

You may retain reasonable excerpts for your own evaluation of our services, provided you preserve applicable attribution and proprietary notices.

You may not, without prior written authorization:

Republish substantial Website content.
Reproduce or distribute the RepSix logo or original brand assets.
Sell, sublicense, or commercially exploit Website materials.
Present our illustrations, designs, or work products as your own.
Create misleading derivative materials suggesting an affiliation with RepSix.

Nothing in these Terms transfers ownership of RepSix intellectual property to a visitor.

This section does not restrict activities permitted by applicable law, including applicable fair-use rights.

Ownership and licensing of materials produced during a paid consulting engagement are governed exclusively by the relevant client agreement.

6. Professional Credentials and Third-Party Trademarks

The Website may reference professional certifications and credentials represented among individual practitioners associated with RepSix.

Such references describe professional qualifications and do not mean that RepSix itself holds an organizational certification or is endorsed, sponsored, accredited, or officially affiliated with the issuing organizations.

Trademark acknowledgments

PMP® and Project Management Professional® are registered marks of Project Management Institute, Inc.
Certified ScrumMaster® is a certification mark of Scrum Alliance, Inc. CSM is also a mark of Scrum Alliance, Inc.
Professional Scrum Product Owner and PSPO are marks associated with Scrum.org and Advanced Development Methods, Inc.
SAFe® and Scaled Agile Framework® are registered trademarks of Scaled Agile, Inc.

All third-party trademarks, certification marks, names, and logos remain the property of their respective owners.

References to third-party products, methods, certifications, or organizations are used for identification and informational purposes only.

RepSix does not claim ownership of those marks.

No reference should be interpreted as authorization to provide official certification training, act as an accredited training provider, or represent the relevant credentialing organization.

RepSix does not offer authorized SAFe training or enterprise Agile transformation services through this Website.

7. Information Submitted Through the Website

When you submit an inquiry or other information through the Website, you confirm that the information is accurate to the best of your knowledge and that you are authorized to provide it.

You retain any applicable ownership rights in the information you submit.

You grant RepSix a limited, nonexclusive permission to receive, process, store, and use that information as reasonably necessary to respond to your inquiry, operate the Website, and conduct related business communications in accordance with our Privacy Policy.

This permission does not transfer ownership of your submitted information to RepSix.

Confidentiality of submissions

Our general contact form is not intended for confidential document exchange or the submission of sensitive proprietary information.

Please do not submit passwords, confidential source code, trade secrets, regulated personal information, or other highly sensitive materials through the general inquiry form.

Submitting information through the Website does not, by itself, create a nondisclosure agreement or professional confidentiality obligation beyond those imposed by applicable law and our Privacy Policy.

Confidential project discussions and document exchanges may be addressed through separate written agreements and appropriate communication channels.

We may remove or disregard submissions that violate these Terms or are unnecessary for responding to an inquiry.

8. Privacy and Data Protection

Our collection, use, sharing, retention, and protection of personal information are explained in our separate Privacy Policy.

Please review that Policy for information about contact forms, hosting providers, analytics, cookies, data retention, and available privacy rights.

In the event of an inconsistency between these Terms and the Privacy Policy concerning how personal information is handled, the Privacy Policy governs that subject.

9. Third-Party Websites and Services

The Website may contain links to third-party websites or integrate services provided by external organizations, including scheduling tools, contact-management systems, or other technology providers.

These third-party services operate under their own applicable terms and privacy policies.

RepSix does not control their independent content, availability, security practices, or policies.

A link or reference does not necessarily indicate that RepSix endorses or is affiliated with the third party.

You are responsible for reviewing the applicable terms before using external services.

We are not responsible for independently operated third-party websites or services except to the extent liability cannot lawfully be excluded.

10. Website Availability and Changes

We seek to maintain a reliable, accessible, and useful Website.

However, the Website may occasionally be unavailable because of maintenance, upgrades, technical issues, security events, or circumstances outside our reasonable control.

We may modify, suspend, or discontinue Website content or features as business needs change.

We do not guarantee uninterrupted availability, particular response times, or that the Website will remain unchanged.

We may correct errors, update service descriptions, or remove outdated information without prior notice.

No service description, pricing reference, timeline, or capability statement on the Website supersedes the terms of a separately executed client agreement.

11. Disclaimer of Warranties

TO THE MAXIMUM EXTENT PERMITTED BY APPLICABLE LAW, THE WEBSITE AND ITS CONTENT ARE PROVIDED ON AN “AS IS” AND “AS AVAILABLE” BASIS.

RepSix makes no express or implied warranties regarding the Website, including warranties of merchantability, fitness for a particular purpose, title, or noninfringement, except where such warranties cannot legally be excluded.

Without limiting the foregoing, we do not warrant that:

The Website will be continuously available or error-free.
All Website information will be complete, accurate, or current.
Technical defects will always be corrected.
The Website will be free from every security vulnerability.
Illustrative project materials will be appropriate for a particular real-world project.
Use of Website information will produce a particular commercial, financial, operational, or technical result.

These disclaimers concern the public Website only.

They do not replace or modify warranties expressly provided in a separate, signed consulting agreement.

Nothing in this section excludes warranties, rights, or remedies that cannot legally be disclaimed.

12. Limitation of Liability

TO THE MAXIMUM EXTENT PERMITTED BY APPLICABLE LAW, REPSIX AND ITS OWNERS, PERSONNEL, CONTRACTORS, AND SERVICE PROVIDERS WILL NOT BE LIABLE FOR INDIRECT, INCIDENTAL, SPECIAL, CONSEQUENTIAL, EXEMPLARY, OR PUNITIVE DAMAGES ARISING FROM OR RELATING TO USE OF THE WEBSITE, INCLUDING LOST PROFITS, LOST BUSINESS OPPORTUNITIES, BUSINESS INTERRUPTION, OR LOSS OF DATA, EXCEPT WHERE SUCH EXCLUSION IS PROHIBITED BY LAW.

To the maximum extent permitted by applicable law, RepSix’s aggregate liability for claims arising exclusively from use of the public Website will not exceed US $100.

This limitation applies only to Website-related claims, not to paid consulting engagements governed by separate agreements.

The foregoing limitations do not exclude or restrict liability for fraud, willful misconduct, gross negligence, or personal injury where such liability cannot lawfully be limited, or any statutory damages, remedies, or other rights that applicable law does not permit the parties to waive or restrict.

Where a jurisdiction does not permit a particular limitation or exclusion, that limitation applies only to the extent legally permitted.

13. Governing Law and Dispute Resolution

These Terms and disputes relating to use of the Website are governed by the laws of the State of Maryland, United States, without regard to conflict-of-law rules, except where applicable law requires otherwise.

Before initiating formal proceedings, we encourage visitors to contact RepSix and describe their concerns so the parties can attempt an informal resolution.

To the extent permitted by applicable law, disputes arising exclusively under these Website Terms may be brought in the state courts located in Anne Arundel County, Maryland, or, where federal jurisdiction exists, the United States District Court for the District of Maryland.

The parties consent to the jurisdiction of those courts to the extent legally permissible.

Nothing in this section overrides mandatory jurisdiction or venue protections or prevents a person from exercising rights that cannot lawfully be waived.

Dispute-resolution procedures relating to paid consulting services are governed by the applicable client agreement.

14. Changes to These Terms

We may revise these Terms to reflect changes in the Website, our business practices, or applicable legal requirements.

We will publish updated Terms on this page with a revised effective date.

For material changes affecting contractual rights or obligations, we will provide at least 30 days' advance notice through a prominent Website notice before the changes take effect, except where an earlier change is reasonably necessary to comply with law or address an urgent security issue.

Changes will apply prospectively. Disputes concerning conduct that occurred before a change will ordinarily be governed by the version of the Terms effective at that time, subject to applicable law.

If you do not agree to revised Terms, you should discontinue use of the Website.

We will not treat silence or continued browsing as establishing consent where applicable law requires more affirmative agreement.

15. Severability and No Waiver

If any provision of these Terms is found to be invalid, unlawful, or unenforceable, the remaining provisions will remain in effect to the extent practicable and permitted by law.

Our failure to enforce a provision on one occasion does not constitute a general waiver of that provision or our other rights.

These Terms do not create an employment, partnership, agency, fiduciary, or consulting relationship between a Website visitor and RepSix.

16. Contact Information

For questions about these Terms, Website content, intellectual property, or permitted use, contact:

RepSix LLC
Maryland, United States
Contact form: Contact page

Start your message with: Terms of Use Inquiry

We will review inquiries and respond as appropriate.

Your team builds the product. We keep it on track.

Software delivery challenges often start outside the code.

The expertise you need. One managed delivery partner.

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See whether our approach fits your team.

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See whether our approach fits your team.

Built by engineers and product people.

From AI services to managed delivery.

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Clarity over complexity

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Six segments. One system.

Senior oversight. Hands-on help. Hours that scale.