Most consulting engagements end the same way: a system gets delivered, a handover meeting happens, and six months later the thing is quietly not being used.
Christian Barte's view is that this failure is designed in from the start, and it starts with sequence. Before Centida builds any tool, the work is to figure out the structure underneath it, and to make sure that structure is embedded in the client's actual business reality, not imposed from a framework. A tool built on a structure that doesn't match how the company really works will be technically correct and practically useless.
The second part is less glamorous and probably more important. Centida trains the client's people as the work happens, not at the end. By the time the engagement closes, nothing about the system is a surprise, the team already knows what was built, why it was built that way, and how to run it without anyone from Centida in the room.
Christian traces both principles to the same source: twenty-five years of doing this, and the experience of watching what survives and what doesn't. Build systems simply, using current technology. Don't build a tool for the sake of building a tool. Leave behind people who are comfortable operating what you built.
The proof he points to isn't a client logo. It's that some of the systems and processes Centida built are still running, on the client's side, fifteen years later.