Say the unwelcome part
A diagnosis that flatters the person who commissioned it is worthless. If the problem is the structure, the pricing or a person, that goes in writing.
A Cyprus company that both holds and builds: participations on one side, consulting, marketing, software and applied AI on the other.
The split between people who advise and people who build is where most projects quietly fail. We removed it.
A consultancy hands over a plan and leaves. A software house takes a specification and builds exactly what it says, including the parts that were wrong. In between sits a gap that clients pay for twice — once in fees and once in the year it takes to reconcile the two.
SYLTHERA is built to close that gap. The same company writes the diagnosis, builds the system and runs the campaign, and holds participations where taking a position makes more sense than sending an invoice.
That has a cost: we cannot take every mandate, because we only take work we can actually staff properly. It also means when something goes wrong there is exactly one company to call.
Values are cheap to write down. These are the ones that cost us something when we follow them.
A diagnosis that flatters the person who commissioned it is worthless. If the problem is the structure, the pricing or a person, that goes in writing.
Every system is documented so your own people can run it. Engineering a dependency on us would be easy and we consider it a failure.
Strategy, brand and software from one company means nobody gets to blame the other two when a result does not arrive.
Diana Oprea is the director of SYLTHERA LTD and is responsible for what the company takes on and what it publishes.
In a company this size that is not a formality: mandates are accepted, scoped and answered for by the same person you will be dealing with.
Do not sell a project you would not want to inherit.
Describe the situation in a few lines. You will get a straight reply — including when the honest answer is that you do not need us.