A small team that says what it can and cannot do

Shekhar Parmar started TanmayiSoft after years spent on both sides of a software project — first writing code, then selling it.

That second part is the useful bit. Working in business development at software companies means sitting in the conversations where a project goes wrong: a client who was promised something that was never realistic, a scope agreed in a hurry and argued over for months, a timeline quoted before anyone understood the requirement. Most of those problems were decided in the first week, long before a line of code existed.

There was also a stretch running a business in an entirely different trade — ceramics and tiles — which teaches a thing software people often miss: what a customer actually worries about when they hand over money.

Starting something was always the plan. TanmayiSoft is the version of an agency built by someone who had already watched what makes clients unhappy.

Projects rarely fail because something was hard to build. They fail because two people meant different things by the same sentence.

So we spend the first stage properly. What the project has to achieve, who it is for, what happens in the awkward cases nobody mentions in the brief, and how we will know it worked. It gets written down and agreed before design starts.

Then the work runs to that scope. If something needs to change — and it often does, because people learn what they need by using things — we price the change and you decide before we build it. Nothing appears on an invoice that you have not already agreed to.

It is not a complicated process. It is just done at the start, when it is cheap, rather than in month three, when it is not.