Mission why we do
what we do

We, Telos Digital, are galvanized by curiosity, and driven to create and collaborate, to make something greater, and to contribute to the achievements of Humanity.

The world is going digital, green, and faster. So, we explain, advise, and do, in software, science, and technology.

Every company is now a technology company: every person and every process uses software. Our mission is to take you on that journey faster, safer, and more cost-effectively, using our talent and experience, as evinced by our track record.

Explain, Advise, Do

Here's how we will work with you, following our process of Listen, Explain, Advise, Do…

Listen

First, we will go and see, to understand deeply, and get to the root cause of the issue. We will keep asking why until we have understood your real needs, stepped back to observe the entire problem, and appreciated your business and technical context.

Our extensive practical experience in technology, engineering, software and business enables us to listen intelligently, and ask the right questions. 

How technical intuition works
“It has long been an axiom of mine that the little things are infinitely the most important.”
Sherlock Holmes (“A Case of Identity”)

Intuition, derived from long, practical experience, is the process by which we observe all the details, including the apparently peripheral ones, and quickly attain the relevant flash of insight.

From this, via the 5-whys, we form a hypothesis that we can test. This is not to say that "data is the plural of anecdote", but rather that the spark of creativity must be triggered by observation, then a chain of reasoning. For example.

Context: Windows XP obsolescence (2014)
  1. Microsoft's Windows XP operating system, originally released in 2001, had a scheduled end-of-life in April 2014, which Microsoft had long warned about, after which it would become unsupported, and thus a serious security risk.
  2. We observed, during an unrelated task, in late March 20214, that a customer had a Windows-XP machine still running, which piqued our curiosity.
  3. On investigation, the senior management discovered, to their surprise, that ∼2800 more remained in operation across the business, with no switch-off plan.
  4. Asking "why?" revealed that their I.T. team was entirely unaware of, and unconcerned by, the impending security consequences.
  5. We were able to help the customer understand the immediate severity of the issue in detail, fix the problem, and address the cultural/technical root-causes that had allowed this circumstance to arise.
Consequence: This observation was the spark for a subsequent major cultural and strategic transformation for that customer.
The scientific method: testing hypotheses
“It is a capital mistake to theorise before one has data. Insensibly one begins to twist facts to suit theories, instead of theories to suit facts.”
Sherlock Holmes (“A Scandal in Bohemia”)

We start with a hypothesis (based on our observations and experience), and then we test it. We conduct experiments and measurements where needed to obtain more data; this is where a background in experimental physics is especially useful. We then seek to disconfirm our initial hypothesis, and find alternatives, so that, by the time we present them to you, our conclusions are robust. For example.

Some practical experiments we performed to test hypotheses
  • Slow loading of XML files
    1. A client's test system was taking 2 hours to load a ∼20 MB XML file, containing the day's orders. When scaled up to production-levels, this would have made it impossible to load the day's warehouse orders in a day.
    2. We believed that this should take seconds, and we wrote a proof-of-concept that could do the entire thing in 90-seconds on a laptop (even when using grep for simplicity, rather than libxml for speed).
    3. This helped the C.T.O. of our customer to persuade the vendor that their system was buggy, and to permit us to have source-code access to fix it.
    4. We diagnosed and debugged, and located the actual fault, caused by a bad memory-reallocation algorithm in a C library - which we explained as below.
    5. Hypothesis proven; project saved.
  • Aerodynamic vortices, for micro-power-generation
    1. An investor was considering vertical-axis wind-turbines, to recover the wasted energy created by aerodynamic drag of vehicles on a motorway. The concept was that the cars moving on either side of the motorway would produce high speed clockwise vortices, whose energy could be captured by turbines mounted on the street-lamps on the central reservation.
    2. We performed the experiment with two powerful 1 kW blower-fans, in adjacent inverse parallel, to investigate what would actually happen in the centre.
    3. We observed that there isn't a powerful line of vortices, but a perfect null. This surprising result can be explained with Stokes' Theorem.
    4. Hypothesis disproven; money saved.
These are examples of the type of experiment we have successfully performed in software or engineering/physics to quickly distinguish: yes / no / investigate-more.

Explain

We can communicate at all levels of a business: from warehouse operations, to domain experts, to board level. We can demonstrate, or explain by analogy, in a way that is clear, but not misleading. This is "simplicity on the other side of complexity", backed up by details and numbers.

“[our conversation was] the clearest, most effective 57-minutes' advice on the project, since its inception.”
Managing Director (customer, at warehousing project)
Explaining lucidly, by accurate analogy

We prize clear communication, and the explanation of technical details, by illustration, but we do so in a way that does not misleadingly oversimplify.
Here's an example of how we explained the O(n2) performance of realloc(), in terms of moving offices.

Context: O(n2) algorithm performance.
The database problem above was caused by a bad memory-reallocation algorithm in a C library.
The non-technical customer needed to understand this; we explained, using the following exact analogy...
  1. A business, of 50 people, is growing. They hire a 51st person, and now can't fit their office.
  2. So they rent a new office with space for exactly 51 desks and move everyone over.
  3. Then they hire a 52nd person, so move everyone to new premises with space for exactly 52 desks.
  4. And so on… by the time they reach 100 people, they have relocated through 50 offices!

This analogy demonstrates how different strategies can require different trade-offs. The most efficient use of space (i.e. memory) is a terrible waste of time (i.e. processing power).

The technical details: the library was allocating space for a buffer that turned out, in this instance, to need 20 MB of space, but it was reallocating the buffer, growing by 128 B each time. This process is order-n-squared, O(n2), in performance, causing 225 GB of data-copying. The right strategy is to double the buffer each time, which causes only 40 MB of data-copying, which is 5700 times faster. This realloc() issue arises only in contexts where the data size is not known in advance, e.g. when being 'piped' from another source.

Consequence: The explanation empowered our customer's C.T.O. to have the necessary conversation with the vendor to get them to fix the issue.

Advise

We will analyse the situation, evaluate the alternatives, and identify the best options for you, in light of your real needs, and the art of the possible (what the technology can do, tailored to your requirements and constraints). Then, we will advise on what you should do: both the strategic direction, and the tactics to get there.

We can give sound, well-informed and well-evidenced advice, because we are generalists, driven by curiosity, with a wide range of interdisciplinary interests. You can trust our advice  based on our many years of experience and our demonstrated track-record.

Practical, appropriate, actionable advice

Useful advice must be actionable: something you can implement either yourself, or with our help.

As a matter of professional integrity, we will never give you biased advice to win further business. We always try to identify our own biases, and list any alternative points of view.
Technology is amazing, but there are some cases of vendors who over-claim, over-price, hype, fall-for-their-own-marketing, deceive themselves, and occasionally just lie. We can be your friendly skeptics.

  • In challenging times of crisis, stress and pressure, our team will always collaborate and assist: we understand that the mission is to save the situation, not to allocate the blame.
  • In strategic periods of careful analysis, we are optimistic skeptics: science is about testing hypotheses: throw rocks at ideas, not marshmallows; and if you still can't break them, you know they're robust. 

Do

Our greatest strength is that we can actually implement a solution for you. We won't just advise you to do something and then leave you to it.

We can do everything for you (providing a comprehensive, delivered solution), but we are also delighted to work with you, assisting your people and your organisation if that is the best way forward.
But, we won't do it to you: we believe in your long-term sustainable success.

Critical success factors

We work in an agile manner, using small teams of experts. This allows us to work fast, and our experience helps us to avoid many mistakes.
Agile is proven to work better, because it allows the plan to change dynamically, taking into account what we learn, and pivoting as needed. Scope-creep can be advantageous.

  • In urgent situations, we can respond with great speed: we're there when you need us to put out the "fire". This requires rapidly getting to the root-cause of why it's "burning".
    We can be confident in making such assertions, because we've done it before, repeatedly. This requires dedication, expertise, experience, tenacity, diagnostic-skill, and the willingness to jump in fast: we'll solve your problem first and worry about the contract negotiations afterwards.
  • We are responsible for your success: we understand what truly matters to our clients, and we are committed to meeting your needs and exceeding your expectations.
    We will often undertake research and development at substantially our own risk: we won't charge you if we fail.
  • Telos Digital are typically less expensive than the competition by at least 50% .
    We can do this because we are better (more capable, more experienced, more productive), and by leveraging open-source tools (no license costs, technically superior, no need to reinvent the wheel).
    We always use skilled experts for delivery; we always "eat our own dogfood", and we invest in engineers, not lawyers.

… and repeat

Our constantly renewed experience of doing maintains the wellspring of our knowledge and understanding, which is what qualifies us to give good advice. Technical intuition is the insight that arises by combining expertise with practice.

This feedback cycle, with sustained curiosity and delight in solving complex problems, is what sets Telos Digital apart from the competition.


The Essential Ingredients

  • Problem solving: in multiple contexts and fields of endeavour, working together as a partnership.
    We love solving challenging and difficult problems, and find satisfaction in an elegant solution.
  • Expertise: we provide technical analysis, research, and solutions in physics, technology, computing, and engineering.
    We have particular expertise in the subtle science and exact art of of software engineering.
  • Collaboration: a small team of people work on each project, to provide cross-domain expertise, with a shared vision for the desired outcome.
    The team have over two centuries of combined professional experience, and multiple Ph.D.s. All are outstanding experts in their own fields, but we also fully understand and collaborate on the whole project; we consider this vital for success.
  • Insight: detailed observation, followed by technical analysis, and informed by experience.
    We formulate alternative hypotheses, experimentally test them, and find the best solution.
  • Communication: we can discuss the problems, the processes and the solutions, clearly, and at all levels, including from the boardroom to the shop floor.
    We have a proven track-record of communicating and explaining complex technical and computer processes to people whose own expertise is in other areas.
  • Agility: as well as diagnosing problems, we can actually solve them for you. We can act rapidly, from observation through to solution, and implementation where necessary.
    We have a wide range of academic and professional connections, so we can augment our own expertise. If we can't do it, we know someone who can.
  • Open-source: we use industrial-strength open-source technologies to deliver solutions quickly, at a fraction of the cost of proprietary alternatives, and with a better outcome.
    Open-source also gives you better adaptability, privacy, control, interoperability, and long-term stability.
  • Creativity: imagination and intuition inspire different approaches. We continue tenaciously, till the problem is solved.
    Intuition is really the calibrated-insight arising from the sum-of-experience over many different contexts, domains, and applications.

Business Ethics

A lot of companies talk about business ethics, but do very little. We hold ourselves to a higher standard than that, and expect to be accountable:

  • Long term partnerships: work together on problems, and do what is right for the long-term sustainable success of our clients, our business, and ourselves. We will always act with integrity, fairness, and transparency.
  • Honest advice: we will always give good, unbiased advice, supported by evidence and references, to the best of our ability; even if that means sacrificing a business opportunity. We will use our experience to make a recommendation, but will also tell you about any caveats.
  • No snake oil: we will not act like certain proprietary vendors, who want to sell their expensive solution rather than the best one; nor will we hype a solution in search of a problem (such as blockchain and NFTs). We avoid the tactic of security-theatre.
  • Look after people, both ours and yours: digital transformation helps people to be more productive: increased capability rather than "cost-cutting". We do changes with people, not to people.
  • Professional pride: we will always do our best work, not just the minimum specification or 'everything in a change-request'. We'll finish the job, and bill you fairly. If there's an urgent problem, we won't leave you in the lurch, and we'll fix the issue before we haggle over the costs.
  • Competence: we will always deploy highly skilled and dedicated experts. We are not non-practicing practitioners; nor do we have expensive-consultants, backed by low-talent delivery teams.
  • Technology has consequences: we will turn down work if it would lead to harm. We won't work on surveillance, misuse of A.I., or for any regime with bad human-rights.
  • Free (Libre) Software: we all benefit from a shared ecosystem, standing on the shoulders of giants. This is the philosophy of Ubuntu and GNU - it's why we use, write and publish open-source (F/LOSS) software. Furthermore, the use of GPL means that you always have control: we can't "lock you in": we retain our customers because we're good, not because you have no choice.
  • Privacy and confidentiality are fundamental: we will protect your data, use encryption, and design for confidentiality. We support the principles of the GDPR.
  • Environment: we are responsible for writing efficient code, to minimise energy-consumption and e-waste. Open-source code is also reusable, therefore sustainable (and we file bug-reports).
  • Stakeholders: we are responsible to the wider community, and believe in corporate social responsibility. We contribute to The Telos Foundation, and are members of the Open Invention Network. We are all responsible for education, and training the next generation of scientists, engineers and leaders.

Our Culture

We'd like to share the key principles that make up our culture, and give rise to outstanding engagement:

  • Recruit only the best people, and those who are passionate to stay at the top of their field. Use a difficult technical test to select candidates before interview. Good candidates enjoy the challenge, and appreciate knowing the calibre of their potential co-workers. However, look for "intellectual horsepower" rather than a very specific skill-set, and do take a chance on talented juniors who lack experience. Pay in the top quartile.
  • Put people first, It's morally right to look after the interests of the team members, as individuals, and to truly care about them as people, even when their needs aren't "convenient". Family always comes first. And if you do, they will trust you, and be there for you in return when you need them.
  • Build a culture of tolerance and diversity, especially welcoming and supporting non-neurotypical/non-chronotypical people, who would not fit a typical 9-5 office. Alan Turing's approach of hiring classicists for Bletchley Park is an inspiration.
  • True flexible working (whenever, wherever), including evenings/weekends for the non-chronotypical. Be as flexible as possible, and don't ask people to sign the working-time-directive opt-out. Avoid burn-out. Trust people with autonomy.
  • When in the zone, focus without interruptions (often for hours at a time). When present, be present, and engage, to support the 5Cs: creativity, collaboration, camaraderie, coaching... continuously.
  • Build a great office as a base, where people are welcome 24/7, and make it a "home" where people feel they belong. It needs great tools, facilities, and should showcase creativity. It should be a place people want to show their friends and families.
  • Have fun. Emphasise creativity; and make it a place where the Geek culture is welcomed. Have great team events and parties. Celebrate successes. Our cadence aligns conferences, demonstrations, and events: we choose to celebrate Douglas Adams in spring, (and Midsummer, Hallowe'en, and Christmas).
  • Leadership and vision. Demonstrate how people are part of something larger. As the team grows, it's important to run events to "stir the pot" and showcase to everyone what everyone else is doing.
  • Make something people are proud of, and they will be fanatical about quality. Downtime and outages will be rare, and whenever things do go wrong, or during a go-live, everyone will pitch in to help, even across teams.
  • Open Source for everything: it results in better engineering. Resist the temptation to buy something closed-source (with very rare exceptions): it will inevitably bite you in the end; it always does. The tech-stack of Linux, Postgres, Python, JavaScript has served very well.
  • Decisions should be engineering-led. Project Managers should be doers and facilitators.
  • Use the "5 whys" (or the Aviation safety principle) for QA. Every bug report should be fixed (and root-caused); while every user-error is really a broken feature. Integration between support, QA, and developers improves quality.
  • Use Agile methodology. Either Scrum or pure-Kanban (depending on project size). The Waterfall methodology does not work.
  • Provide free (good) coffee and cake (and cheese and wine). Not just because programmers run on caffeine (or Irn-Bru or Earl-Grey), but because it makes people feel appreciated, and because we get far more value from the impromptu discussions and serendipitous ideas that occur over coffee.

Behind the Logo

Our logo unites Telos Partners and the glider. Telos means purpose, and we are connected by the common challenge of problem-solving, and the pursuit of sustainable success.

This means the creation of wealth, in the broadest sense: not just financially, but as any form of intellectual, creative, cultural or social "capital".

Ikigai,  生き甲斐 ,  or "the reason for being", is the overlap of:
 what we love doing
 what we are good at
 what the world needs
 what we can get paid for.

The glider is based on Conway's game of life, in which it is the smallest and simplest, self-replicating and moving pattern. It was adopted as the universal hacker emblem, symbolising  technical excellence and creativity.

The colours are the blue from Telos Partners, and PCB-green. Below, you can see the four iterations of the glider, next to our logo. After step 4, the glider returns to the same shape as step 1, though it has moved along and down the infinite grid; this symbolises constant reinvention and adaptation, while remaining true to our roots.

Telos Digital logo
logo
glider step 1
glider step 1
glider step 2
glider step 2
glider step 3
glider step 3
glider step 4
glider step 4