Frequently asked questions

Zorm builds brands and the software that runs them, then stays on to operate both. In practice that means one team handles positioning and identity, designs and engineers the product, and then hosts, monitors and improves it after launch — instead of a brand agency, a dev shop and a managed-services vendor each owning a third of the outcome.

Both, deliberately. Zorm sells client engagements like an agency and builds its own products like a software company. Six platforms — Sentinel, ZormDesk, Saving Strat, SiloX, Bee Hive and GlitchXP — were conceived, branded, engineered and are still operated in-house. That product line is the proof of work; there is no separate portfolio of case studies.

Zorm writes the code. Engineering is not sub-contracted, and design is not handed across a vendor boundary to be interpreted. The same practice that names a product also ships its production build and runs the server it lives on.

It is scoped per project rather than sold from a rate card, because a brand refresh and a multi-tenant platform are not the same job. You get one number for the work, after a short brief — no hourly meters. Where Zorm has a productised offer the price is published: Sentinel is $300 per community per month, and GlitchXP lists its launch tiers publicly.

A focused brand or landing engagement runs in weeks. A platform runs in months, shipped in stages so something real is live early rather than everything arriving at the end. Zorm scopes to a launch window and works backwards from it.

You do. Client work is delivered as owned assets — source, design files and brand system. Zorm keeps operating it because that is usually the better arrangement, not because the work is held hostage.

Whatever survives contact with the client's reality. In practice that is often PHP and MySQL on managed hosting, because it is fast, cheap to run and easy to hand over; React and the MERN stack where the interface demands it; native Android where the product must work offline; and Claude for the AI layer. The stack is chosen for the job, not to be fashionable.

Yes — founders and small operators are a core audience, alongside multifamily and real-estate operators, game studios, internal operations and HR teams, and local and regional brands. Zorm's own products were built with small-team constraints, so the practice is tuned to them.

Three things. There are no hand-offs — brand, engineering and operations are one team. The proof is a product line rather than a deck. And the engagement does not end at launch: Zorm runs what it builds, which changes what gets built in the first place.

Yes. Inheriting a half-built product, an ageing site or a brand that has drifted is common work. The first step is an honest audit of what is worth keeping — Zorm would rather tell you the rebuild is unnecessary than sell you one.

That is the point of the third discipline. Hosting, monitoring, reporting, reputation, CRM and a standing cadence of improvements. Launch is the cheapest day of a product's life; the ninety days after it decide whether it works.

Multifamily and real estate, financial services, games, internal operations and HR, personal security, and consumer software — those are the sectors Zorm has shipped production software into. The practice is sector-agnostic; the products are the evidence it travels.

Zorm works with clients across the United States and operates entirely online — engagements start with a written brief rather than a sales meeting.

Fill in the brief at zorm.io/start. It takes a couple of minutes, it goes to a person, and the reply comes with a point of view rather than a calendar link.