Reviewing a ten-working-day pilot

A small pilot should answer a practical question: was the agreed administration useful enough to order again? It should show the work performed, the evidence obtained and its cost.

This is general administrative information, not personal immigration advice. The Home Office priority guidance governs the official process; the review framework here is a proposed internal method.

Define a case and an attempt

A case is one agreed allocation request. An attempt is an authorised dispatch for that case. Several attempts can belong to one case, so their denominators must stay separate.

Count cases received, ready, accepted, cancelled and closed without acceptance. Separately count scheduled attempts, actual dispatches, provider acknowledgements, missed attempts, duplicates and uncertain results. Record why a planned attempt did not occur.

For official acceptance, state the number of accepted cases and the defined completed-case cohort. For a provider acknowledgement rate, use dispatch attempts. Do not mix the two to create a more flattering number.

Keep unsuccessful work visible

Missing approval, provider rejection, an unanswered official request and cancellation are different outcomes. Keep their reasons separate while retaining their time and cost in the aggregate account.

The guidance says to assume an unanswered request was unsuccessful. Record no official acceptance evidenced without inventing a reason. A missing receiving-server timestamp is an evidence limit, not proof of failed delivery.

Stop dispatch at the agreed ten-working-day limit, or earlier on acceptance, cancellation or relevant change. Continuing to review existing records does not authorise additional sends.

Measure time and actual cost

Record preparation, review, monitoring, exception handling and customer-support minutes. Define the start and end events for elapsed time. With a tiny cohort, individual observations are often clearer than averages.

Keep service revenue actually received separate from quoted prices and invoices still unpaid. Include payment-processing charges, infrastructure costs and labour valued at an explicitly stated internal rate. Government fees paid directly by the customer are separate.

A useful contribution calculation subtracts direct costs and valued delivery labour from service revenue. Show failed and cancelled cases in that calculation; otherwise successful cases hide the work needed to obtain them.

Count repeat demand carefully

A positive reply, willingness to return and a second paid order are different signals. Record each separately, with the number of distinct firms and the observation period.

Ask what changed for the firm: less morning administration, clearer records, less rework, or no useful difference. Treat answers as self-reported feedback. Do not turn one favourable comment into a public testimonial without permission and appropriate context.

Write a closure decision

A fictional review could say: “Three cases entered; two were dispatched; one reached official acceptance; one closed without acceptance; one cancelled before dispatch. All labour is included. No second order has yet been observed.”

Record what remains unresolved and decide whether a new, separately agreed pilot is justified. The review should make uncertainty visible, not fill it with a forecast.

Check pilot availability, or explore the fictional demo. The demo sends no request and collects no information.

Adviser firms can compare this review framework with our proposed adviser-partner scope and fees.