A vendor cannot review their own work. Whoever ordered the project should not be the one verifying its quality either — that takes a third pair of eyes.
On a building site, designer, contractor, and technical inspector are three different people. In IT, the inspector role is empty — the vendor checks themselves. We fill that gap, openly and without upselling.
Three roles, three separate people
We borrow the framing from construction, because in IT it is missing but in buildings it is universal:
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Designer · Vendor
The party that creates the new site, product, or brand. Turns vision into reality. Has self-interest — making their own work look good is a natural motivation.
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Contractor · Builder
Same vendor or a different team. Writes the code, lays the pixels, runs the deploy. Also has self-interest — saying “done” is when the partner pays.
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Technical inspector · Independent reviewer
Not the builder, not the buyer, no stake in the close-out. The report is written for the partner and shared openly with the vendor. Not a self-interested party — that is what makes independence possible.
When all three live in one shop, trust collapses. The vendor reviewing themselves always returns the same answer.
Three subscription tiers
Each tier is a different oversight cadence. The partner picks based on project risk; we recommend, the partner decides.
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Light
- Monthly visual + functional review
- Automated sprint deliverable verification
- Risk-signal list (critical only)
- 30-minute review call
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Standard
- Everything in Light
- Code review (sample-based)
- Optional join into vendor meetings
- Short price-reasonableness note
- Monthly strategy alignment call
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Deep
- Everything in Standard
- Full code review (every PR)
- Design review (Figma, visual artefacts)
- Price reasonableness with full analysis
- Weekly sync with the vendor
- Final project-end audit
Price is given after scope is defined — no packaged tiers. Site size, vendor count, and project risk all change the number.
Conflict of interest — declared openly
If you've hired us as vendor, we cannot be your reviewer. The roles are separated structurally — not “shouldn't mix”, but “don't mix”.
- We do not run oversight on a project where you are an active client of ours.
- We refuse the offer to take over as vendor on a project we currently oversee. Even if the vendor leaves voluntarily, we don't replace them.
- Our reports are written to protect the partner, not to demolish the vendor. If the vendor is doing good work, the report says so.
- A copy of the report goes to the vendor in parallel — no hidden carbon copy. Transparency protects both partner and vendor.
Frequently asked questions
- Why can't a vendor review their own work?
- Because they have a stake in the outcome. Saying their own work is “good” is a natural pressure — not bad faith, just structural conflict. A construction company doesn't run their own technical inspection; the same logic applies in IT, but the buyer for the role is missing.
- What documents do you review?
- Code (commits, PRs, repo structure), design (Figma files, design system), deploy (artefacts, monitoring), documentation (handover, README, ADRs), test coverage, dependency manifest. We agree on the criteria for each before kickoff.
- When can you not be our reviewer?
- Three situations: (1) we are vendor on the same project; (2) we have collaborated with the vendor on a different project in the last 12 months; (3) a family member sits on the vendor's team. We hold ourselves to these limits — no law requires them.
- What does the report look like?
- A branded PDF, 8–14 pages depending on tier. Each finding: what we found, where (line, file, screenshot), why it matters, what we recommend to the partner. The discussion call is also written up — recall is more durable on paper than in memory.
- Does the report go to the partner or the vendor?
- Both. The partner ordered it, so it's the partner's tool. But a parallel copy goes openly to the vendor — that's a principle, not a courtesy. A hidden report breaks trust; an open one strengthens both sides.
- Contract length and exit terms?
- Minimum three months (a single month doesn't generate enough signal). After that, month-by-month, the partner can leave with 30 days' notice. No long-term lock-in — we have to keep being worth the cost, or you leave.
Working with another vendor and need an independent check on quality, price, and project risk? Let's talk.
salam@qaynaq.com