Path 01
Capacity
Give us work your team cannot get to.
More priorities than available operating capacity. The queue expands faster than the team can absorb it.
Explore Capacity →
00 · Pick the problem
Three ways digital work gets stuck
Some work needs more capacity. Some needs a better way through. Some needs someone to own the finish. The Foundry lets you choose the failure mode, put real work through StackShift Ⅱ, and measure what changes before you commit to a full engagement.
Path 02
Execution
Give us work that keeps moving without arriving.
Enough people and tools, but too much friction between instruction and production.
Explore Execution →
Path 03
Accountability
Give us work everyone touches but nobody owns end-to-end.
Activity is visible. Ownership of the finish is not.
Explore Accountability →
The proposition is simple: do not evaluate StackShift Ⅱ from a deck. Give it something meaningful to operate.
01 · StackShift Ⅱ Foundry
A bounded test of an operating relationship, not a software demo
StackShift Ⅱ is not a software subscription to evaluate. It is an operating relationship to test. Your company already has priorities, people and systems. The Foundry takes one meaningful slice of work across websites, content, search, applications or data and puts the operating model around it: instructions, a live queue, specialist execution, automation, approvals and an observable definition of done.
Most digital operations do not fail because nobody knows what should happen next. They fail somewhere between intention and completion. The work arrives faster than the team can absorb it, slows down as it crosses organizational seams, or fragments across so many people and vendors that the finish no longer has a clear owner.
Every Foundry uses the same eight-week commercial structure and the same live operating rhythm. What changes is the problem we choose to prove.
| Failure mode | What it looks like | What the Foundry must prove |
|---|---|---|
| Capacity | The queue expands faster than the team can absorb it. | Can StackShift Ⅱ create measurable additional operating capacity? |
| Execution | The work slows at handoffs, dependencies and approvals. | Can it shorten the distance between instruction and production? |
| Accountability | Many parties own pieces; nobody owns the finish. | Can it create a closed accountability loop around the work? |
Path 01 · Capacity
Capacity Foundry
Give us work your team cannot get to.
Nothing is necessarily broken. The work is simply arriving faster than the team can absorb it. Product pages wait on content. Search improvements wait on developers. Application changes wait on IT. Automation ideas live in decks. Every new request competes with work already in flight.
For eight weeks, WebriQ takes a defined slice of that workload. We turn it into managed work, execute it with the appropriate mix of specialists, automation and agents, route only the decisions that require your people, and keep the queue moving.
For eight weeks, WebriQ takes a defined slice of that workload. We turn it into managed work, execute it with the appropriate mix of specialists, automation and agents, route only the decisions that require your people, and keep the queue moving.
Bring
A bounded backlog or recurring workload your internal team does not have enough capacity to absorb.
StackShift Ⅱ does
Structures, prioritizes and executes the work while keeping approvals and exceptions in front of your team.
Prove
How much additional operating capacity did your existing organization gain without adding another internal role or another unmanaged vendor?
Path 02 · Execution
Execution Foundry
Bring us something that keeps moving without ever quite arriving.
Here, headcount is not the obvious problem. The organization already has people, tools, agencies and plans. The work slows at the seams: briefs become tickets; tickets wait for context; approvals live in email; dependencies emerge late; a vendor closes its piece while the overall initiative remains open.
StackShift Ⅱ makes the work itself the unit of operation. Each item carries the context needed to move it, along with its owner, dependencies, approvals, history and evidence of completion. People, systems and agents participate around the work instead of requiring somebody to manually coordinate every handoff.
StackShift Ⅱ makes the work itself the unit of operation. Each item carries the context needed to move it, along with its owner, dependencies, approvals, history and evidence of completion. People, systems and agents participate around the work instead of requiring somebody to manually coordinate every handoff.
Bring
A real initiative that should already be finished or is taking disproportionately long to get through the organization.
StackShift Ⅱ does
Breaks the initiative into executable work, makes dependencies visible, routes specialist work and approvals, and drives the whole item toward completion.
Prove
Can StackShift Ⅱ shorten the distance between instruction and production?
Path 03 · Accountability
Accountability Foundry
Give us an area where everyone owns a piece and nobody owns the finish.
This is different from a simple execution delay. Work may be happening everywhere. Marketing owns the objective. IT owns infrastructure. Developers own implementation. Agencies own deliverables. SaaS vendors own their software. Management owns decisions. Everyone is responsible for something, while leadership still struggles to answer a more basic question: who owns whether the whole thing actually gets finished?
For eight weeks, the selected operation enters a closed accountability loop. Work has a defined intake, a state, an owner, visible dependencies and a definition of done. Decisions are captured. Completed work has evidence. Unresolved work cannot quietly disappear between systems, meetings or vendors.
For eight weeks, the selected operation enters a closed accountability loop. Work has a defined intake, a state, an owner, visible dependencies and a definition of done. Decisions are captured. Completed work has evidence. Unresolved work cannot quietly disappear between systems, meetings or vendors.
Bring
An ongoing digital operation or workstream where ownership is fragmented across teams, vendors or systems.
StackShift Ⅱ does
Creates one observable operating loop around the work: intake, ownership, state, decisions, dependencies, completion evidence and unresolved items.
Prove
Can StackShift Ⅱ make the finish as visible and owned as the activity that precedes it?
02 · One Foundry. One operating spine.
The path changes the problem; the rhythm stays consistent
WEEKS 1–2
Diagnose, scope and baseline
Select the Foundry path, define the bounded workload, agree the outcome and constraints, name the internal operator, and establish a baseline for how the work moves today.
WEEKS 3–4
Instrument and start
Configure the operating queue, instructions, access and required data sources. Convert the workload into live work and complete the first review-and-execution cycle.
WEEKS 5–6
Operate
Run two further live cycles. WebriQ specialists, automation and agents execute the work; your team handles only the decisions and approvals that actually require it. Blockers and handoffs are made visible and tuned.
WEEKS 7–8
Measure and decide
Review what moved, what remained blocked, how the selected failure mode changed, and what a 90-day expansion would look like. The conversion-credit window opens at Foundry completion and runs for 30 days.
03 · What you receive
Deliverables that prove the model against your problem
D-01
A defined operational baseline
A bounded workload and a clear before-state for the selected problem: capacity, execution or accountability. The Foundry begins with a decision criterion, not a feature list.
D-02
Three live operating cycles
Your named operator works the actual StackShift Ⅱ review queue through three complete cycles. Real work, real approvals, real cadence — not a demo or sandbox.
D-03
Production work completed
The output is determined by the chosen path and workload: backlog items moved, an initiative pushed through, or an operation placed inside a closed accountability loop.
D-04
A decision document and 90-day expansion plan
A measured review of what changed, where friction remains, what the operating model should take on next, and the case for — or against — continuing into a full StackShift Ⅱ engagement.
No two Foundries need to produce the same artifacts. A Capacity Foundry may move a defined backlog. An Execution Foundry may push a stalled initiative into production. An Accountability Foundry may put an ongoing workstream inside a controlled operating loop. They all answer the same commercial question: does StackShift Ⅱ materially change what your organization can get done?
04 · Second layer: the Canon
When the work depends on proprietary knowledge, build the durable layer underneath it
The Foundry starts with the operating problem, not the data model. The Canon comes into play when the chosen workload depends on content, product knowledge, search, AI answers, publishing or data that must remain consistent across surfaces.
Canon · the asset
Your business's complete, verified, machine-legible body of claims about its own domain — the single source of truth from which pages and answers can be composed.
Claim · the atom
A single verifiable statement, bound to the entities it concerns, carrying its own source and confidence.
Composition · the output
Any page, answer or feed rendered from the Canon for one surface. Never precious; always regenerable.
A knowledge graph is the skeleton. The Canon is the graph plus the verified claims bound across it, plus the composition discipline that renders pages and answers from those claims. It is the durable asset underneath the outputs, rather than the page being the asset itself.
When the Canon layer is part of the Foundry: the engagement can include a scoped Canon for one domain, three live review-queue cycles, ten to fifteen compositions published from that Canon, and an AI-visibility baseline with a 90-day projection. This is the publishing proof for Foundries where the selected operational problem calls for it.
05 · Commercial terms
Simple, fixed and fully creditable
| Term | Detail |
|---|---|
| Fee | $9,000 — fixed, one-time. No monthly component during the Foundry engagement. |
| Duration | Eight weeks from kickoff. |
| Conversion credit | The full $9,000 is credited against months 1–3 of a StackShift Ⅱ engagement signed within 30 days of Foundry completion. |
| Availability | Two Foundry slots per month. Delivery capacity is genuinely limited because this is live operating work, not templated onboarding. |
| Your commitment | A named internal operator with a scheduled weekly review block, access to the people and systems needed for the chosen workload, participation in scoping, and the final decision review. |
| Platform | Runs on the StackShift Ⅱ architecture: Supabase, Next.js and Vercel, with pgvector-backed knowledge and retrieval where required and agent-governed workflows around the work. |
06 · If you do not convert
You keep what the Foundry created; StackShift Ⅱ remains the operating engine
The work stays with you.
You keep the production work, the Foundry baseline, the decision document and the operational artifacts created for your organization. If a Canon was built as part of the selected path, it is delivered as a structured export of entities, relationships and verified claims, including source, confidence and lineage, in portable open formats such as JSON / JSON-LD.
What stays with StackShift Ⅱ is the operating machinery: the live embeddings where used, the agents, the review queue, the execution workflows and the continuous operating loop that keep work moving after the Foundry.
What stays with StackShift Ⅱ is the operating machinery: the live embeddings where used, the agents, the review queue, the execution workflows and the continuous operating loop that keep work moving after the Foundry.
07 · Is the Foundry for you?
Built for teams with real work to put through the model
The Foundry fits if
- You are a B2B company with meaningful digital work already in motion across websites, content, search, applications or data
- You can identify a real Capacity, Execution or Accountability problem and bring a bounded workload that is important enough to matter
- You can name an internal operator with real authority and a scheduled weekly review block
- You want evidence from live work before committing to a broader operating relationship
- You are prepared to judge the Foundry by operational change — what moved, what got finished, what became visible — rather than by a software feature checklist
It doesn't fit if
- There is no real work to run and you are primarily looking for a demo or exploratory workshop
- No one on your team can make decisions or commit to the weekly review cadence; the operating loop is structural, not optional
- You are looking for a hands-off, fully managed digital presence; StackShift Ⅰ is designed for that model
- You want a traditional CMS or point-software evaluation rather than an operating test
- You need a free trial; the Foundry is paid because real operating capacity is committed, and the fee is fully credited on conversion
Pick the problem. Bring real work. Give us eight weeks.
A Foundry starts with one short scoping conversation: which path fits, what work enters the Foundry, who can make the required decisions, and what evidence should make the week-eight decision straightforward. If the fit is right, kickoff can be scheduled within two weeks.
Talk to WebriQ