FAQs

Some iteration is normal. Repeated late-stage fixes caused by unclear expectations are not. That’s decision debt, not healthy iteration.

Ask whether the expectation was explicit before work began. If it wasn’t clearly defined, QA didn’t miss it—leadership deferred it.

Because clients don’t experience defects as isolated events. They experience them as signals about care, discipline, and reliability.

Briefly. And then it speeds everything else up. Early friction prevents late disruption.

Force decisions earlier. Especially around scope boundaries, acceptance criteria, and tradeoffs. QA pressure drops when ambiguity does.

Because improvement is no longer scarce. Clients evaluate value comparatively, not absolutely. When similar-looking work is everywhere, leverage erodes even if quality rises.

Baseline inflation shows up quietly—shorter patience, thinner engagement, and faster comparisons. By the time dissatisfaction is explicit, pricing power has already weakened.

It’s different in speed and scope. AI compresses execution variance across the entire market at once, not gradually or category by category.

Execution still matters operationally. It just no longer signals expertise on its own. Utility persists. Differentiation doesn’t.

In judgment—how problems are framed, risks anticipated, tradeoffs named, and decisions integrated across context. That layer compounds when output plateaus.

Because rising expectations absorb efficiency gains. Faster delivery raises the bar instead of creating breathing room.

The DOJ Title II rule applies to state and local government digital services broadly, including existing websites and mobile apps. This means agencies managing legacy sites are just as exposed as those launching new builds. Waiting for a rebuild does not remove risk—it concentrates it.

No. WCAG 2.1 Level AA is the enforceable standard tied to DOJ enforcement. WCAG 2.2 may offer guidance, but it does not replace 2.1 for legal compliance. Confusing the two often leads to misplaced effort without reducing exposure.

Automated tools help identify surface-level issues, but they cannot evaluate templates, workflows, or CMS constraints. Relying on scans alone creates false confidence—and that’s where agencies get surprised later.

Legally, the obligation sits with the public entity. Operationally, the execution burden flows to the agency. When urgency hits, agencies are expected to diagnose, scope, and fix—regardless of contract language.

Partial remediation is common, especially on legacy systems. The risk isn’t imperfection—it’s lack of clarity. Agencies that document audits, priorities, and limitations are far more defensible than those reacting without structure.

Earlier than feels comfortable. Proactive conversations create planning space; late conversations create panic. Agencies that lead now control expectations instead of inheriting them.

Cognitive misallocation happens when high-judgment roles are routinely pulled into low-value production work. Over time, this fragments focus, erodes role clarity, and disengages senior talent even when workloads appear reasonable.

Because disengagement often precedes burnout. When roles stop protecting judgment and thinking time, senior people quietly detach before they ever feel overwhelmed.