Terms of Service

Acceptance of these terms

By reading any page of this web property, by filing an intake card, by sending an enquiry to the order mailbox, or by entering into a written engagement with the company, the visitor or client agrees to be bound by these Terms of Service. The terms are written so a non-specialist can follow them, and they set the whole framework beneath the ordinary work of computer integrated systems design that the company practises.

Read them before filing anything. Where an individual is acting for a business or organisation, that individual confirms they hold the authority to bind that business or organisation to these terms. If the wording of any clause is unclear, ask the office for a plain language explanation before signing a scope rather than after a misunderstanding has grown. A straight question is welcome at any stage and costs nothing to send.

The practising company and office

The practising entity behind the pages is LSJ Consultation, LLC, a company whose registered office is at 1204 W 160 N, Orem - 84057-5108, United States (US). Correspondence for the office is received at that address, by electronic mail at order@lsjconsult.lat and by telephone at +16604946728 during stated office hours. The company operates as an independent design office and is not an agency, marketplace or broker of any kind.

The name LSJConsult refers to the developer identity that built and maintains the pages on behalf of the company. References in these terms to the company or to we or to our all mean the same practising entity that signs the engagements and answers for the work. Rights and duties stated for the company rest with the company and not with any unnamed associate or agent, unless a written engagement expressly names another party as jointly responsible.

Scope of services provided

The company provides computer integrated systems design for United States operators and, on a case by case basis, for overseas operators. The six recognised service families are enterprise systems integration, custom software architecture, cloud infrastructure design, legacy system modernisation, data pipeline engineering and IT service management platforms. Each family is described in fuller narrative on the services page, and that description forms the ordinary sense of what the company does.

A particular engagement may sit partly inside one family and partly inside another; that is normal, because real systems work does not respect tidy catalogue lines. Whatever the mix, the firm duty is the same: to deliver the defined result described in the written scope, to a professional standard, and to archive the work honestly. Services outside the six families may still be delivered if the office in conversation agrees they can be done properly, but the company will never pretend a skill it does not hold.

Nothing in these terms obliges the company to publish an engagement it has privately, nor to explain to a third party the reason a particular request was declined. A decline is normally the honest sorting of work that matches the ledger from work that does not, and it is said plainly and without embarrassment.

No legal or regulatory advice

The pages and the delivered work are engineering and design in character. They are not legal advice, accounting advice, investment advice or assurance of regulatory compliance. A client that needs a view on whether a particular system satisfies a statute, an accounting rule or a security standard must obtain that view from the appropriately qualified adviser who is responsible for giving it.

Where the company observes that a requested design raises an evident legal or regulatory question, the office will say so and will recommend the right adviser rather than stepping silently past the question. That observation is a courtesy and does not turn the company into the client adviser on the topic. The client remains responsible for the lawful use of any system and for the decisions it makes around the results the system returns.

How engagements are formed

An enquiry becomes an engagement only when the parties agree a written scope. The scope names the client and the company, the work to be done, the owners on both sides, the deliverables, the timeline, the fees and the acceptance test that marks completion. A polite conversation, a promising draft or an exchange of pleasant mail does not of itself create a binding obligation to do work or to pay for it.

Agreement to the scope may be given in writing by either side, and acceptance by the company is confirmed by a message or signature from the office. Once both sides have accepted the same scope, the terms of that scope read together with these general terms form the engagement. Where a written scope conflicts with these general terms, the specific wording of the signed scope governs for that engagement.

Changes to an agreed scope are recorded the same way they were made: in writing, with any effect on timeline or fee stated before the change is treated as agreed. The office treats a spoken instruction as useful background until it is confirmed in writing, because the ledger, not memory, is the record that lasts.

Quotations and pricing

Where a fee quotation is given, it is based on the scope described in that quotation and on the assumptions listed with it, such as the volume of systems named, the access the client will provide and the continuing availability of key people. A quotation stands for the period stated on its face, and where the work has not begun by that date the quotation may be revisited in good faith.

Two pricing shapes are used. Fixed fee engagements set one sum for a clearly bounded deliverable and usually suit work with a stable scope. Time and materials engagements charge for recorded effort at an agreed rate and suit investigation led work where the honest size cannot be known in advance. In every case the client is told which shape applies before signing, and the pace and spend are reported through the build sheets the office files.

A quotation is not a promise of a future date of availability of any third party software, nor a guarantee of a particular cost outcome from choices still to be made. Where assumptions turn out to have been wrong and the change is genuinely the client responsibility, an honest variation is quoted rather than silently absorbed, and where a change is genuinely our error it is carried by the company without argument.

Payment and invoicing terms

Invoices are issued according to the payment schedule stated in the signed scope. Common practice is a starting payment on signature and a final payment on acceptance, but the schedule varies and the scope always names it. Each invoice is due within the number of days named on the invoice, normally thirty days from issue unless the scope states otherwise.

Where a client genuinely disputes part of an invoice, the client should tell the office why in writing rather than withholding the whole amount silently. The parties will then work through the disputed part calmly. Where an undisputed amount remains unpaid after its due date, the company may pause active work after giving written notice, because holding a live engineering effort open while the account runs dry is not a sensible course for either side.

Any applicable taxes are added where the law requires them, and the handling of withholding regimes between the parties follows the law of the relevant place. Payment is made by the method the office confirms, and a receipt or an entry on the eventual closing statement is given where the client asks for one.

Client duties and cooperation

Most delivery depends on the client opening doors the company cannot open alone. The client must provide reasonable access to the systems, environments, accounts and named people that the scope says are needed, and must respond to reasonable questions within a working day where a fast answer unblocks a step. Where client cooperation is missing, the effect on the timeline is not the company fault, and the project calendar is adjusted honestly to reflect the real elapsed gaps.

The client also names one lead on its side who can make routine decisions and knows who to fetch for the weighty ones. Clear ownership shortens every engagement and stops endless parallel discussion. Where the client does not name a lead, the company will work with whoever the client sends and will flag early if the absence of a single owner is slowing the work.

Reliance on information provided

The work rests on the information the client provides about its own systems: the scope of data, the intended users, the volumes, the licences and the limits of existing platforms. The company takes that information as the honest starting picture and carries out its own reasonable checks where they matter to safety or cost. It does not guarantee facts only the client can know, such as the completeness of a list of every system a busy department runs.

Where the picture improves mid engagement and the newcomer materially changes the work, the change is recorded as a variation rather than quietly absorbed. Where the client later discovers it gave a knowingly wrong picture, the consequence sits with the client, because a design built faithfully on a mistaken map is not the map maker fault. In every case the office keeps the assumptions written down so that after a failure the cause can be named without blame theatre.

Delivery time and acceptance

Delivery is judged against the scope milestones and against the acceptance test the scope names. When the company believes a deliverable is done, it hands it over with a note explaining what finished, what was tested and what, if anything, remains open. From that handover the client has the acceptance window named in the scope, normally five to ten working days, to accept or to raise a written list of genuine faults.

Acceptance is not blocked by a preference for a different look, by a wish list that arrived after the scope, or by a fault in something the client chose outside the agreed design. A genuine fault list is answered: the company corrects what is truly its error at its own cost and confirms when the correction is ready. Where the client remains silent past the acceptance window, the deliverable is treated as accepted on the evidence of that silence, and the closing entry is filed.

Testing and handover practice

Testing belongs to the work at every stage, not only at the close. The company builds test plans alongside the design and runs them through the build sheets so that a fault is caught beside the sentence that caused it. The extent of testing owed is set by the scope: a modest internal store needs less heroic proof than a platform that will serve a trading floor, and the scope says which is which.

Handover is a written moment, not a shrug. The client receives the documentation, the configuration notes, the run books and the list of anything deliberately left open, and the transfer is confirmed. After handover the company will support its own work within a reasonable period for genuine corrections on the terms the scope names, usually a defined defects window, after which ongoing care moves to the maintenance arrangement of the client choosing.

Intellectual property ownership

The client owns the work products the company creates specifically for that client under the engagement, once the client has paid for them. That category covers bespoke deliverables such as the client own architecture drawings, its own configuration designs and its own written documents, all prepared to meet that client needs and no other client needs.

The company keeps ownership of its own methods, its pre existing instruments, its know how, its training materials and any general components it developed before the engagement or develops independently of it. Those are the working library of the office and remain the office property. Where a general component is used inside a client deliverable, the use is licensed to the client as set out in the next section rather than transferred in ownership.

The boundary is kept neat so that neither side later surprises the other. A client that commissioned a bespoke led design should never be told its own drawing is owned elsewhere, and the office should never find its entire working library handed over under the name of one client job that merely used a few of its tools.

Grant of licence in delivered material

Material owned by the company but used in a client deliverable is licensed to the client for the life of the arrangement and for the client own lawful operation of the delivered system. The licence is non exclusive, non transferable except to a successor that takes over the operation of the system, and limited to the running and reasonable keeping of that system. The client may not reverse the office general components out of the deliverable and re-market them as separate products.

Where the delivered system contains third party software, the licences of those products govern and are passed to the client with the handover, because permission for someone else code belongs to that someone else and not to the office to grant. The company will name the third party components in the handover notes so the client knows what it runs and under what rules it runs, rather than leaving such details to be discovered years later under pressure.

Confidentiality between the parties

Both sides keep one another confidential information private. Confidential information means anything clearly marked as confidential or, even unmarked, anything a reasonable office would recognise as private because of what it is, such as an unreleased design, an unannounced product or a set of accounts. Neither side will disclose the other confidential information beyond the people who need it for the engagement, and each will guard it with care at least equal to the care it uses for its own secrets.

Confidential information is not protected where it is already public through no fault of the receiving party, where it was lawfully known before the engagement, where it is received from an independent source, or where a court or regulator lawfully compels its production. The duty of confidentiality survives the end of the engagement and runs for so long as the information remains genuinely secret. The company treats a client business as a closed bracket unless the client opens it, and it asks the same in return so that its own methods are not scattered by a careless conversation.

Third party components and software

Systems work in a world of purchased parts: operating systems, databases, libraries and cloud services all carry their own vendor licences and their own support lives. The company selects third party components that suit the task and, in handover, tells the client which components were used and which licence governs each. The client then runs those components under their own terms and pays for any fees those vendors charge directly, unless the scope says the company carries a specific renewal for a defined period.

No component is chosen for a quiet reason. Where a licensing model is awkward, the company says so before it recommends the part rather than discovering the awkwardness at the worst moment. Where a vendor ends support for a part the client depends on, the company flags the risk and proposes the modernisation path, which is precisely the kind of legacy movement the practice exists to do calmly rather than in panic.

Warranties given and disclaimed

The company warrants that services will be provided using reasonable skill and care, that delivered work owned by the company is original and does not knowingly infringe a third party copyright, and that the work will meet the acceptance test stated in the scope. These are the promises the office is happy to stand behind and to answer for.

Beyond those express promises the company gives no other warranty. In particular it does not warrant that any system will be unhackable, that any software is free of every latent flaw, that a result will meet a standard no one asked it to design to, or that third party products will keep working if their owners change the rules. The pages are offered as they are, on the basis set out in the availability section, and any engagement liability is capped under the limitation section that follows rather than left open ended.

Limitation of liability

Because no craft office can carry open ended risk, liability under an engagement is limited in an orderly way. Neither party is liable to the other for indirect or consequential loss, which means lost profits, lost revenue, lost opportunity or damage to reputation that follow downstream from a fault rather than being the immediate cost of the work itself. Those softer losses are excluded because no fee for design work could honestly carry them.

For direct loss that remains, each engagement cap is stated in the scope and, where a scope is silent, the aggregate liability of the company for a single engagement shall not exceed the total fees the client paid for that engagement. This cap does not apply where the law forbids limiting a particular kind of harm, such as liability for gross negligence, fraud or harm rising from a personal injury caused by the company own fault; the company makes no attempt to escape hard responsibility where the law will not allow it.

Indemnity from the client

The client agrees to protect the company against claims that arise from the client own material and the client own conduct. That covers the client content and data placed into the systems, the client own decisions carried out at its direction, and any use the client makes of delivered work in a way that the scope did not authorise or that breaks the law.

This indemnity is fair, not greedy: it does not push onto the client a claim caused chiefly by the company own defective design. Where both sides contributed, responsibility is shared in the proportions the evidence shows rather than loaded wholesale onto one party. The indemnity also carries a practical good manners clause that each side will tell the other promptly of any claim that lands, so neither is caught unprepared by a lawsuit it should have known about.

Termination of engagements

Either party may end an engagement by written notice where the other has broken a material duty and has not put the breach right within a reasonable cure period stated in the notice. The client may also end an engagement at its convenience by written notice on the payment terms named in the scope, usually paying for work done and committed to up to the date of ending.

On termination the company stops new work promptly, keeps safe the records gathered to that date, and delivers whatever finished or semi finished material the client has actually paid for so the client is left no worse off than the stage of work justifies. Unfinished partial work that the client bought is handed over as it is, marked as incomplete, and the parties settle the account for work delivered and costs honestly committed under the agreed prices.

Suspension of service

The company may suspend active delivery where a client matter is being actively investigated, where an undisputed fee is long overdue after written warning, or where continued work without client cooperation would risk the quality of the result. Suspension is always by written notice and is lifted as soon as the cause is cured, without making the client pay twice for the pause.

During a pause the team may legitimately turn to other clients, so when work resumes the calendar is re-adjusted to a fair new set of dates rather than pretending the pause never happened. The client is told plainly why the pause happened and what exactly will end it. Where the cause is the company own, the pause costs the client nothing and the schedule is protected with the company margin.

Backups and business continuity

The company keeps the working copies of documents and code on services that make regular backups, and it advises every client to do the same for its own data. A delivered system is best understood as a thing the client owns and therefore a thing the client backs up according to its own needs and the continuity plan it chooses for its own business.

Where the scope names a managed continuity duty, the target restore point and restore time are written into the scope so both sides know the exact promise. Where no such duty is named, delivery does not include a standing promise to recover the client data after an unpredicted disaster; the client sets its own protection clock. In every case the office will say clearly in handover whether a recoverable snapshot trail exists and how the client should read it, because ambiguity about backups is the quietest way to lose a years work.

Security responsibility of the client

Security has an owner, and for the client own operating environment the owner is the client. The company designs systems defensibly and will name the obvious hardening steps, but the running security of the client estate depends on client habits daily: who holds access, how passwords are guarded, how people are taken off the system when they leave, and how third party access is reviewed. Those habits belong to the client.

Where the scope includes a security testing or hardening duty, the extent and depth are written down rather than assumed generous. The company will be candid if it believes a requested deployment is unsafe; a polite no to an unsafe shortcut now is cheaper for the client than a costly incident later. Where a client nevertheless chooses to act against written advice, that decision and its recorded warning rest with the client, and the record shows the office gave the caution.

Use of the web pages

The pages are published for people to read, to learn about the practice and to make a genuine enquiry. A visitor may use the pages for lawful purposes only and may not attempt to mine, overload, scrape wholesale or otherwise abuse the pages or the office services behind them. Automated flooding of the intake form, attempts to break into the office systems or the deliberate loading of harmful content are not welcome and may be refused or reported.

Content on the pages, including the written service narratives and this set of terms, is the intellectual property of the company unless a source is credited. A visitor may read, print a copy for personal use and quote short passages with an attribution. Whole sections may not be republished as the visitor own work or sold, and any doubt about a wider reuse should be settled by a message to the office before the reuse rather than after.

Availability of the pages

The office aims for the pages to be available when a visitor wants them, but no web property is guaranteed at every instant. The pages are provided on an as is and as available basis. Maintenance, repairs, provider outages and genuine failure can each interrupt a page, and where that happens the office works to restore service promptly but does not compensate a visitor for lost browsing time.

The company does not warrant that the pages or their contents are free from every error, and it may update, correct or remove parts of the pages at its discretion. Nothing on the pages is an offer capable of immediate acceptance; the published service narratives are descriptions of the practice, and a visitor still needs the written scope described earlier before any binding work is agreed.

Content standards and client material

Material the client supplies to the company must belong to the client or be used by it with proper permission, must not be unlawful or defamatory, and must not carry confidential content belonging to a third party who has not agreed. The company relies on that statement: it builds with the picture the client gives, and it should not be dragged into a dispute over content a client quietly borrowed from a rival.

Where the company itself authors content such as documentation, training text or interface wording, that content is written to serve the stated job and carries no guarantee that a particular style will delight every reader. Style is a matter of taste; the honest test is whether the wording is accurate, clear and fit for the use the scope named.

Electronic communication consent

For most engagement work the parties correspond by electronic mail and by recorded calls. By dealing with the office a client consents to receiving the ordinary administrative communications an engagement requires, such as scheduling notes, draft reviews and invoices, by electronic means. Those messages are operational, not marketing, and none depends on an advertising opt in.

Where genuine marketing is ever sent it will carry its own clear consent and a working way to stop it, separately from operational mail. Official notices under these terms count as given when sent to the last address either side has confirmed, and each side keeps its own contact details honest so that a notice actually lands on the right desk.

Governing law and jurisdiction

These terms and the engagements formed beneath them are governed by the laws of the state of Utah, United States, without regard to its conflict of law rules that would pull in a different law. The courts having jurisdiction over the county where the company office sits, in Utah, are the forum for any dispute that the parties do not settle by agreement.

This choice is practical: the office practises there, keeps its records there and is best able to answer before its own local courts. It does not stop a client in another place from dealing fairly with the company; it simply sets down which law and which court the parties agree to in advance, so that a dispute resolves by a known route rather than by whoever files first in the most inconvenient court.

Dispute resolution

Before any claim is filed, both parties agree to try a written exchange aimed at settling the matter. The desire is that a fault, a fee disagreement or a delivery dispute is brought into the open, named plainly, and worked through with a person who can actually settle it, because most professional disagreements are cured by clarity and by a real effort to understand the other side position.

If the direct exchange does not settle the matter within a reasonable period, the parties may agree to a neutral mediation before either side turns to court, sharing the modest cost. The company will not force a mediation it knows will not help, but it will try the fair meeting first. Good practice never starts from litigation; it starts from the scope document both sides signed and from the willingness to reread it together.

Entire agreement and order of precedence

These Terms of Service together with any signed scope form the entire agreement between the parties on the topics they cover, and they replace any earlier drafts, notes or promises on those same topics. A handshake does not overwrite a signed scope, and a friendly sentence in a call does not quietly reopen a closed term. Where something matters, it is written down.

Where a signed scope and these general terms conflict, the signed scope governs for that engagement as already stated, because the specific document is the one both sides read most closely at the moment of committing. Any later amendment is effective only when agreed in writing, and the office will always prefer to record a change in the margin of the project than to trust a spoken recollection of a changed plan.

Force majeure

Neither party is in breach for failing to perform an obligation that is made genuinely impossible by an event beyond its reasonable control, such as a natural disaster, a serious utility failure, an act of a public authority, or an interruption to a shared service provider that the party could not reasonably avoid. The party affected tells the other promptly and keeps the other informed of the expected length of the hold.

The protection covers genuine impossibility, not mere inconvenience or a sudden rise in cost, and it lasts only while the cause lasts. Once the cause clears, the parties reset the calendar fairly and carry on rather than treating the whole engagement as quietly dead. Where the cause runs on so long that the purpose of the engagement is lost, either party may end it on the terms for termination, with an honest accounting of work already fairly done.

Waiver and severability

If either party chooses not to enforce a right on one occasion, that choice does not give up the right for later occasions. A waiver is only effective when made in writing for the specific case; the office does not lose the ability to insist on an invoice term merely because it once allowed a few extra days on a friendly basis.

If any part of these terms is found by a court to be invalid or unenforceable, the rest of the terms stand intact and the dead part is read, as nearly as the law allows, so that it carries the same honest intent in a lawful shape. This is the ordinary building practice of a careful contract, letting one cracked clause be repaired without knocking the whole house down.

Feedback and improvement

Comments on the pages and on delivered work are welcome and are treated as the raw material of improvement, not as a legal moment. Where a client or reader offers a suggestion about the written practice, the company is free to adopt the good idea; the idea becomes a working improvement of the office unless the two sides have agreed separately that it is novel confidential property of the client.

If a comment is harsh the office tries to hear the content over the tone, and if a comment is kind the office tries not to let it ease the standard. Honest feedback shortens the distance between the promise of these pages and the daily experience of the people who use them, and it is received with that intent rather than with a defensive wall.

Changes to these terms

These Terms of Service may be updated when the working practice changes, when the law changes or when experience shows the previous wording was unclear. Material changes are dated and described so that the latest date at the top of the terms tells a returning reader whether anything has moved since the last visit.

Changes bind engagements entered into after the change is published. For an engagement already running, the terms in force at the time the scope was signed keep governing that engagement unless the parties agree in writing to adopt the newer wording, so an office updating its general literature does not quietly rewrite a deal already in flight. Where the company believes a change is truly significant, it flags it on the homepage for a reasonable period rather than filing it where only a careful reader would look.

Contact and notices under these terms

Notices, requests and questions under these Terms of Service should be sent to the office at LSJ Consultation, LLC, 1204 W 160 N, Orem - 84057-5108, United States (US), or by electronic mail to order@lsjconsult.lat. The office answers inside two working days in the normal course, and a notice concerning a live engagement will name the engagement so the right file is opened.

The complete contact record also stands on the contact page and carries the telephone number +16604946728 for use during office hours. Whether the message concerns a possible engagement, a signed scope, an invoice, a privacy view or simply a point of clarification on this document, it is read by a person and answered straight. That reply, written in the margin of the office ledger, is where the working relationship between the pages and the people who use them is kept honest, from the first enquiry to the closing entry and beyond.