From idea to MVP in six weeks

Six weeks is tight. It's tight enough that scope discipline isn't a preference — it's the only way the project ships. Every client we've worked with on a six-week MVP has started by overestimating what 'minimum' means, and our most important job in week one is cutting scope together.

We run a two-day discovery sprint to front-load the hard decisions. The output isn't a requirements document; it's a prioritised list of user journeys, each with a clear acceptance criterion. Everything that doesn't survive a direct line back to the primary user goal gets deferred. Not cancelled — deferred, with explicit reasoning recorded so it can be revisited after launch.

Technical choices in a six-week project should bias heavily toward boring. The newest framework is not the right choice here. The one your team has shipped production code with before is. Every hour spent debugging an unfamiliar toolchain is an hour not spent on product.

We ship to a staging environment daily and invite the client into weekly review sessions with working software, not slide decks. This catches misunderstandings early enough to correct, and it builds trust through demonstrated progress rather than optimistic forecasts.

The week before launch is reserved entirely for hardening — performance passes, accessibility audit, error boundary coverage, and deployment rehearsal. Teams that compress this phase are the ones who ship with known bugs and spend the first two post-launch weeks firefighting instead of iterating.