Development
The build
Engineers who own the product from the first schema to the release checklist — web, mobile, internal tools, and the integrations that hold them together.
- Product engineering
- Platform work
- Interface design
- Delivery and support
We build the software. Then we sell it.
Mirai Apps is a software development and sales company with developer and sales team compatible for every type of customers.
John Singer Sargent, Sunset, 1905–06. Watercolour on paper.
Most teams stop at the handover.
Ours keeps going, all the way to the customer.
Mirai Apps is two teams in one room: the people who write the software, and the people who take it to market. When the build is finished, the conversation does not restart with a stranger.
Two teams, one table.
A developer team that ships, and a sales team that understands what shipped. Neither hands the other a document and walks away.
Sales
The market
People who can explain the product because they sat in the room while it was made: positioning, demos, onboarding, and the long conversations that turn a trial into a customer.
- Positioning
- Demos and pilots
- Onboarding
- Account care
The handover between them is a desk, not a document.
What we take on
Four kinds of work. Most projects use two or three of them, and we say which ones before the contract rather than after.
Product engineering
Applications built end to end: the data model, the interface, the release, and the person who answers when something breaks.
- Web applications
- Mobile applications
- Internal tools
- Design systems
For products with a customer on the other side.
Platforms and integrations
Services that have to talk to each other. Payments, messaging, CRMs, and the legacy systems that were never meant to be connected.
- APIs and services
- Third-party integrations
- Data migration
- Automation
For the systems underneath the product.
Interface design
Interfaces designed alongside the people who will maintain them, so the design survives contact with the codebase and the second release.
- Product design
- Design systems
- Prototyping
- Accessibility
For products people open every day.
Delivery and operations
The unglamorous half: releases, monitoring, support, and the small decisions that keep a product healthy long after launch.
- Release process
- Monitoring
- Support
- Handover
For products that have to keep running.
How a project moves
Four movements, in this order. Nothing clever happens before the first one is finished.
A small studio, on purpose.
We keep the team small enough that everyone knows what is being built and why. That is not a lifestyle claim. It is the reason a conversation with us does not have to pass through four people before it becomes a decision.
- Who you talk to
- The developer who will write the code, or the person who will sell it.
- How we work
- A shared working window agreed per project, and a written record of every decision.
- How we start
- A short conversation, then a written brief. No deck.
Built for businesses that already exist
We are not a fit for every industry. These are the ones where our two teams are usually useful on day one.
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Logistics and operations
Dispatch, tracking, and the internal tools that hold a schedule together once the spreadsheet has stopped working.
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Retail and commerce
Storefronts, stock, and the quiet systems that decide what a customer sees, in which order, and at what price.
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Health and clinics
Booking, records, and patient-facing tools where the cost of a confusing screen is higher than in most other work.
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Professional services
Client portals, document workflows, and the small automations that give a week back to a team that bills by the hour.
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Industrial and field teams
Mobile tools for people working away from a desk, on connections that are not always there and devices that are not always new.
Three shapes of work
Not case studies. These are the shapes a project takes, described honestly, without the client names we would have to invent.
A booking system
Availability, payment, and a schedule that two different groups of people edit at once. The difficulty is never the calendar. It is the rules that sit around it, and who is allowed to break them.
An operations tool
A replacement for a spreadsheet that three departments rely on. Permissions, imports, exports, and one screen that has to be trusted more than the file it replaced.
A commerce front end
A storefront that loads quickly on a bad connection and still reads like the brand. Most of the work is restraint: fewer features, better chosen, and nothing that moves without reason.
How we work when nobody is watching
Six rules. They are not values on a wall; they are reasons to end a project early, or to keep going when it gets dull.
- 01 Say the difficult thing early.
- 02 Prefer the boring solution.
- 03 Write it down.
- 04 Ship something real every week.
- 05 Leave the code better than the contract.
- 06 Sell what we built, not what we wished we had built.
Tell us what you are trying to build.
A short message is enough. We will tell you whether we are the right team for it, and if we are not, what we would do instead.
Email
[email protected]
Discord
discord.gg/Ffzr8Jvx9B