Built by people who have run the systems, not only sold them.
Stravyn Group exists because the capability states, large enterprises and NGOs need in this area is usually assembled from three vendors who do not talk to each other, and a consultancy that documents the result. We build it, we run it, and we hand it over.
- Model
- Build, run, transfer
- Clients
- States, enterprises, NGOs
- Delivery
- In country or in estate
- Scope
- Named in contract
What we believe
A capability an institution cannot operate without its supplier is not a capability. It is a subscription with a flag on it.
Four positions shape how we work, and each of them costs us something commercially.
Sovereignty is architectural. It is decided by where weights sit, who holds the keys, and who can restart the system at three in the morning. A residency clause in a contract is the easiest part of the problem and the part most often mistaken for the whole of it.
Measurement beats narrative. A number with a stated basis, a coverage adjustment, and its evidence attached will survive a hostile committee or a hostile board. An impressive dashboard will not.
Transfer is the deliverable. We price the handover into the original contract because a transfer negotiated later is a transfer that never happens.
Say what the evidence supports. Including when the honest answer is that the panel is too thin, the attribution is not provable, or the thing you are asking for should not be built.
Where the work sits
Four practices that combine on most engagements rather than being sold as separate towers.
Intelligence
Collection design, classification, analytic tradecraft, and the daily product that comes out of it.
Platform engineering
Infrastructure, data, model serving, and the deployment tooling that makes it repeatable in your environment.
Information strategy
How an institution describes itself, where that description is stored, and how it holds up inside the systems that now answer for it.
Service delivery
Population-facing services rather than analyst tooling, which in practice means health first, because that is where the budget is and where citizens feel the difference.
We work at every layer, which is unusual.
Most firms in this market sit at one layer and subcontract the rest. A strategy house writes the roadmap, a systems integrator lands the infrastructure, a product vendor supplies the analytics, and nobody owns the outcome when the three do not meet.
- Compute and data. We deploy into your estate rather than shipping data to ours, which decides most of the sovereignty question before anything else is discussed.
- Models and agents. Open weights tuned to your languages and your population, evaluated against your own data rather than a foreign benchmark.
- Applications. The intelligence console, the health products, and the internal tools that make an institution faster, built by the people who built the platform.
- People. The operators, analysts, and clinicians who use it, trained during delivery rather than after it.
Who we work with
Institutions with a mandate, a budget line, and a legal framework we can read.
Ministries and agencies
Foreign affairs, interior, communications, planning, and the statistical offices that end up holding the data.
National security councils and regulators
Coordination bodies that need one picture across departments that do not naturally share.
Health systems and payers
National health systems, insurers, hospital groups, and the enterprises delivering care underneath them.
Large enterprises and NGOs
Multinationals with exposure to contested narratives, sovereign-linked operators, funds, and international organisations whose credibility is the asset.
About the firm
What procurement teams ask before a first meeting.
Where are you based?
Delivery teams work in country for the phases that require it, and the firm maintains staff across several regions so that time zone and language are not obstacles. Corporate details are provided under NDA during procurement.
Do you hold security clearances?
Staff hold clearances in the jurisdictions where we operate under them. Clearance requirements are established during the assessment phase, because they usually determine the delivery model more than any technical consideration does.
How do you handle conflicts of interest?
We do not run engagements for two states in active dispute on the same subject matter, and we disclose adjacent work before contracting. Where a conflict emerges mid-engagement we tell you rather than manage it quietly.
Can you work under our procurement rules?
Usually. We have delivered under open tender, framework call-off, direct award for specialist capability, and government-to-government arrangements. The assessment phase is deliberately sized to fit inside most direct-award thresholds.
Meet the team that would actually deliver.
First conversations are with the people who would run the engagement, not with an account manager.