Lukas Vaitiekunas
FOUNDER & PRINCIPAL WRIGHT
Founded InWright in London on a simple observation: most growing businesses are one system away from getting real time and money back, and almost nobody is building those systems for companies their size.
A studio, not an agency
InWright is deliberately small. Every project gets one named owner who takes it from the first call through to handover — so nobody sells you work they won’t be accountable for.
01 · The name
wright / rʌɪt / · noun · archaic, useful again a maker of working things: shipwright, wheelwright, playwright.
Every trade that mattered had one
Ships had shipwrights, wheels had wheelwrights, plays still have playwrights. The wright was the person you brought a working problem — and who handed you back a working thing.
Then software ate the trades, and the title disappeared with them. Businesses got consultants, advisors and agencies instead: plenty of talking, not much handing over.
We brought the word back because it describes the job exactly. Not advice, not decks — working things, built and handed over.
02 · How we think
Five rules we don’t bend
Each of these has cost us a sale at some point — that’s how you know they’re real. They apply to every review, every blueprint, every build.
Ref Principle
P-01
Drawing before build
Nothing gets built until the system has been designed on paper and priced in writing. If the numbers don’t work — or a setting in software you already pay for would fix it — we say so before you commit to a build.
P-02
Boring tools, exciting outcomes
We build on proven, widely supported platforms — not whatever demoed well this week. The excitement belongs in your Tuesday, not in the stack.
P-03
You own everything
Accounts, workflows, code and documentation sit in your name from day one. Ask any agency, in writing, what you keep if you part ways — our answer is everything.
P-04
Fixed scope or no deal
You get a drawing and a price before a single build hour is spent. Scope that grows in the dark is how projects die; ours is fixed in writing.
P-05
Automate tasks, not people
The goal is your current team handling 3–5× the volume without burnout — not a shorter payroll. Repetition goes to the machine; judgment stays with your people.
03 · Who you’ll work with
One owner, first call to handover
Whoever scopes your project stays on it through delivery. You won’t be passed from a salesperson to a planner to whoever happened to be free — the same name is on your review, your blueprint and the phone when something needs explaining.
We also cap how many projects run at once, deliberately, and we’d rather say so than pretend otherwise: sometimes you’ll wait for a slot. What you get in exchange is a project that is genuinely being thought about, not one queued behind forty others.
It also means we turn work down. If a project needs more hands than we can give it, or the honest answer is that you don’t need us at all, you’ll hear that on the first call rather than three invoices later.
04 · Where we fit
Not for everyone, on purpose
The clearest thing we can tell you about the studio is who shouldn’t hire it.
A permanent seat in your team
We’re not staff augmentation, and we don’t bill by the month to sit in your stand-ups. If what you need is another pair of hands indefinitely, hire someone — that’s cheaper and better for you than renting us.
Same answer if your process is still changing week to week. There’s nothing stable to build around yet, and anything we shipped would be obsolete by the time it launched.
Growing service businesses with complex, repetitive operations
Established companies where the real work moves through inboxes, several disconnected platforms and a spreadsheet somebody built years ago — and where the admin load has started limiting what the team can take on.
Having one technical person is normal here, and often a help rather than a reason not to call. They usually know exactly where the bodies are buried, and they’re the one who’s been asking for this.