The platform work was built on behalf of Quadratic Digital's other verticals. QD was the delivery organization; the verticals were the client.
The replacement for NACWS, built while NACWS keeps running.
Replacing a production payments platform is the problem this firm is organized around: the new system has to behave as the old one did across cases nobody wrote down, and the old one cannot stop while it happens. Every screen is a decision about how people already work — and where that should change. We are doing to ourselves what we do for clients.
An airline management sim, concept to the App Store.
Shipped to a storefront with a review gate we did not control. Automated testing on the build, and extensive playability testing on the thing itself — because a player will never file a bug report telling you the game stopped being fun. They just leave. The verification discipline was the same one we bring to claims systems; the observation discipline is the same one we bring to any interface.
Giving and recurring donations for churches.
A vertical product built on the payments platform, priced for organizations the major processors underserve.
Door access control, still in the field.
Hardware and software taken from requirement to working installation, and still running years later. Longevity is the claim — anyone can ship once.
Shared memory so the team stays in one hive mind.
An MCP server holding the decisions, reasoning, and gotchas that would otherwise live in one person’s head. It runs behind the scenes and nobody has to think about it, which is the highest compliment software gets.
Multi-tenant status pages, built instead of bought.
Serverless, built because the math favored building — knowing which side of that decision you are on is the skill, not the code.
Hours a patron can find, and a menu they can order from.
A new restaurant with no site at all. The design questions were not visual. They were whether someone deciding on carryout could see whether the place was open, and whether the menu was structured the way people actually order from it rather than the way it prints. Small decisions with an immediate failure mode: frustration, then a different restaurant.
Undocumented legacy site, abandoned by whoever built it.
No documentation, no handoff, and few left who knew anything about it — so the first job was reconstructing what the existing site actually did and which of it still mattered. The replacement was designed with the staff who run it day to day, around how they actually work rather than how a content model says they should.