TECHNICAL SPECIFICATION · DWG 001 · REV 6 · SCALE 1:1
Six stages. Each one eats the risk of the next.
I do not sell hours or lines of code. I take ventures from raw material to a machine built to stay reliable for years — in stages, each with one job: to make sure the next one cannot surprise you.
Most projects do not die of bad code. They die of risk postponed: the question not asked in week one returns as a catastrophe in month twelve — except by then it costs a hundred times more. The Method reverses that mechanism: we pull risk onto the table as early as possible, when removing it costs a conversation, not a rebuild. That is why the stages have a non-negotiable order — and why at every one of them it is allowed to say “we do not fly further”. That is not the Method failing. That is the Method working.
IN: everything you have · OUT: the Raw Material Map
Goal: to see what we really have — before anyone starts promising.
What happens: we lay everything on the table: the idea, notes, previous attempts, resources, constraints, people — and what usually never gets laid down: your fears, your time, your motivation. I look at all of it through three pairs of eyes at once: technology, business, people. Thirty years at the crossings of industries taught me that the treasure most often sits in the piece its owner considers waste.
What you get: the Raw Material Map — a document describing what you have, what you lack, where I see value and where I see fault lines. Yours to keep, whatever road you take next.
What it eats: the risk of building on illusions. Pricing
IN: the Raw Material Map · OUT: the Wind-Tunnel Report
Goal: to test the hypotheses before you start spending real money.
What happens: from the Map we extract the sentences that must be true for the venture to make sense — and we design the cheapest possible way to test them: market conversations, a string-and-tape prototype, a waiting list, a price test. A wind tunnel instead of a blind flight.
What you get: the Wind-Tunnel Report — which hypotheses passed, which fell, and what follows. Sometimes what follows is “we do not fly” — and that is when you earned the most: the price of the entire catastrophe never built.
What it eats: the risk of burning capital on a machine nobody will buy a ticket for. Pricing
IN: the Wind-Tunnel Report · OUT: the Blueprint
Goal: to design the whole machine before its first part exists.
What happens: system architecture (scaling in stages, without burning capital in advance), business architecture (revenue streams, retention, self-regulation — where the numbers do not hold, we change the model, not the numbers), a rollout map with decision gates and metrics. For transactional and investor-facing ventures — the heavy version, with a financial model and scenarios.
What you get: the Blueprint — the complete structural design of your machine. And the Method's most important clause, described below: freedom.
What it eats: the risk of building blind and the risk of being captive to a builder. Pricing
IN: the Blueprint · OUT: a working machine
Goal: to build exactly what was designed — to a standard I do not step down from.
What happens: construction to the Blueprint, in a rigor carried over from systems that have no right to fail: automated tests guarding the product's promises, hands-on human testing before every stage is accepted, backups, monitoring, a load test before launch. I work by orchestrating people and specialised AI agents — with a clear division of roles and myself as the final arbiter of every decision. AI does not lower the rigor here; it shortens the road while keeping full control.
What you get: a working machine — not an “almost ready” one. The standard: 99.999%.
What it eats: the risk of a product that looks like the idea but does not think like a business.
IN: a working machine · OUT: a machine that sells its own seats
Goal: to build growth into the structure — not glue it on after launch.
What happens: we design the reasons people board on their own and bring others: participant economics, referral mechanisms, value magnets, a community model. In truth this stage begins back in the Blueprint — here it gets its body. A ticket machine does not always sell for money: sometimes the currency is attention, voluntarily given data, or community — but it is always accounted for.
What you get: growth mechanisms running, with metrics — you know what works and what needs correcting.
What it eats: the risk of a technically perfect machine standing empty on the runway.
Every growth mechanism built in here is a cylinder: it adds both power and reliability at once \u2014 another nine in the system. See it at work on SoundDNA \u2192
IN: a machine in the air · OUT: years of reliability
Goal: to keep the machine in the air for years — because collecting it from the hangar is not the end, it is the beginning of service life.
What happens: inspections, not goodbyes. Monitoring, updates, development along the Blueprint's map, flight telemetry. Ongoing care in a quarterly rhythm — like aircraft inspections: scheduled, not emergency.
What you get: a hangar — the certainty that someone who knows this structure down to the last rivet keeps watching over it. Pricing
What it eats: the risk of slow death by neglect — the most common cause of good machines falling.
After stage 3 you receive the complete Blueprint and you may take it to any builder in the world. The document is written so that another professional can build from it — because a structural design that only its author understands is not a design, it is a leash.
Why do I do this? Because trust cannot be enforced by contract — and a client who stays because he wants to works entirely differently from a client who stays because he must. You stay because you want to. Not because you must.
Honesty requires this section — none of this is a verdict on your idea, only on the fit with this particular room. The Karbonado Method is not for you if: you need a business-card site or a simple page fast and cheap — that is what my Superweb line is for, and I will gladly point you there; you are looking for someone who will execute a specification without asking questions — you will get questions from me before you see a quote; you expect a guarantee of market results — I answer for the process and the structure, the pilot answers for the flight; you want to negotiate the price — I do not negotiate, for reasons described on the Collaboration page.
The revision number in this page's header is not an ornament. The Method grows with every venture: SoundDNA taught it that a ticket machine can sell for a currency other than money; MyMajster — that it works both ways and requires symmetry with the pilot; DwaPrawa — that the ticket machine can stand before the machine. The next ventures will write the next revisions. A method that stops learning stops being a method — what remains is a procedure.
You now know how I work. The question is: what is lying on your table?
The first conversation costs nothing and promises one thing: I will tell you honestly whether I will build a machine that flies.