Engagement models
The same practice team. What changes is who owns it at the end.
Four ways to engage Praval, from a service we run to a center you own outright. The commercial shape changes. The practice behind it does not — the same architects, the same certifications, the same review cadence that any Praval project gets.
Four shapes
From a service we run to a center you own.
The four models differ on one axis: how much of the outcome you want to own, and when. Everything else about them is the same.
01
Managed Services
We own the outcome.
Development, support and maintenance under SLA, including estates we did not build. Tiered support, proactive monitoring and an enhancement stream that keeps the backlog moving.
You hold one accountable party, not a queue of tickets.
02
Embedded Practice Team
You own the direction.
A named team from one of our practices works inside your delivery, to your roadmap and your ceremonies. Scale it with the work. The practice lead stays accountable for their output.
The escalation path runs into a practice, not to a recruiter.
03
Build-Operate-Transfer
You own it on an agreed date.
We recruit, build and run the team against your standards, then transfer it — people, process and documentation — on a date set at the start rather than negotiated at the end.
The transfer is the deliverable, so it is designed in from the first sprint.
04
GCC Setup
You own all of it.
A global capability center of your own: location strategy, hiring, the delivery operating model, and the leadership layer to run it. We operate it until your leaders are the ones running it.
Your center and your badge, with our delivery discipline in it.
The hardest one to reverse is the last of the four. That is the reason to start a conversation about where you want to end up, rather than about how many people you need now.
Not a profile
What arrives is a practice.
The difference between this and a placement is what stands behind the person. A CV is a claim about one individual. A practice is a claim you can escalate into.
The practice lead, accountable
Every engaged team reports into the practice lead who scoped it. The people who scope the work are the people who run it.
Certification, current
Partner certifications current on the platforms the team works in, not on the ones that were relevant when they joined.
A review cadence, not a timesheet
Delivery reviews on the same cadence a Praval project gets, with the same reporting. Utilization is our problem; outcomes are the subject of the review.
Escalation into the practice
When something goes wrong at 2am, the path runs into a practice with people who have seen it before, not to an account manager.
Built for the lifecycle, not just the launch date. In every model here, documentation and transfer are part of the work — including the ones where we stay.
Which practice
You engage a practice, not a skill code.
Three practices cover what we do. An engagement draws from one of them, which is why the scoping conversation starts with the outcome rather than with a list of technologies.
Enterprise Platforms
Modernize and strengthen your core to scale your business.
Oracle | Salesforce | ServiceNow | Gainsight: Implement, integrate, and support.
Data & AI
From measurable insights to maximum business impact.
Azure | Microsoft Fabric | Oracle | Snowflake. Estates that people trust.
Digital Engineering
Accelerate, analyze and transform. Always stay ahead.
Product & Application Development | Product Excellence | Low-Code Delivery | Integration Engineering.
How it starts
Scoping, not screening.
The first conversation is about the outcome and the end state, not about rates and availability.
01
Name the outcome
What has to be true in six months, and what is in the way now.
02
Agree the end state
Who owns the team when this is done. That answer picks the model; the model does not pick itself.
03
Scope the practice
Which practice, how much of it, and who leads it. Named people, with the practice lead who will stand behind them.
04
Review on a cadence
Delivery reviews from week one, against what step one said. Scale up, scale down, or transfer on the date agreed.
We deliver without surprises. We own the outcome.
What this is not
Where we say no.
The model only works if we are honest about its edges, so here they are.
- We do not place individuals into roles we have no practice for. If it is not one of the three, the honest answer is a referral.
- We do not bid on volume headcount. A request for forty generalists is a request for a staffing firm, and we are not one.
- We do not sell a seat we cannot stand behind. If the practice lead will not put their name to the team, it does not go out.
- We do not hold a team on your budget past its usefulness. If the work is done, the review says so.
Every one of those costs us revenue in the short term. They are also the reason the engagements that do start tend to last.
Start from the end state
Tell us who should own this in two years.
That answer picks the model. Bring the outcome and the constraint, and we will tell you which of the four fits — including when the answer is none of them.