Choose the responsibility you need.
Bring in one specialist or a complete team under your leadership — or give Diadrom the mandate for a bounded delivery. Three models, one discipline.
Your leadership · One critical gap
One specialist to close a critical gap
A Diadrom specialist works inside your existing team, priorities and decision structure. You get depth exactly where the programme is thinnest — diagnostics protocols, secure programming, test automation — without changing how you run things.
Model in use at Scania — specialist consulting.
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You describe the gap and the decision structure it sits in
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We propose the specialist — profile, not a CV pile
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The specialist works in your team, your tools, your priorities
Your leadership · Complete team
A complete team under your leadership
You lead the programme and set priorities; Diadrom provides a coherent team and the technical coordination inside it. One counterpart instead of five consultants to manage — while direction stays entirely yours.
Model in use at Volvo Group — long-term expert team for VCE/Penta.
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You set the scope and the leadership model
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We compose a team that already works together
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Technical coordination is ours; direction is yours
Diadrom mandate · Bounded outcome
An outcome delivered with evidence
You define the outcome and the acceptance criteria; Diadrom leads execution, evidence and handover. The deliverable isn't hours — it's a verified result with the documentation trail that mission-critical programmes demand.
A bounded delivery can stand on Diadrom's own products — Diag Studio, Dolphin, Diag Com Stack, Bootloader, Encrypt — or on your toolchain. See the products →
Model in use at Saab — from pre-study to product on RBS 70 NG.
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You define outcome and acceptance criteria
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Diadrom leads execution and reports against them
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Handover with evidence — traceable, auditable, done
Before you ask
The questions every programme lead asks.
- How fast can an engagement start?
- We reply to every enquiry within one business day, and a first conversation is 30 minutes. Start time depends on the model — a single specialist moves fastest.
- Can you work under defence-grade confidentiality?
- Yes — we have been in defence service since 2012, working with Saab, FMV and BAE Systems Bofors. Defence-programme work is delivered on the customer's premises where the programme requires it: the RBS 70 NG work ran in Gothenburg and Karlskoga. Web enquiries are stored in a database under EU jurisdiction. Anything sensitive moves to a channel agreed with you before it is discussed.Request further information under NDA→
- Can we license a product without buying services?
- Yes. Nippon Seiki holds a licence to reuse an earlier Bootloader implementation for a new vehicle manufacturer, with no development project attached. Most product engagements pair a licence with adaptation or with a Diadrom team; the products page sets out the three forms.How our products are licensed→
- Who maintains it after delivery?
- Under the third model, Diadrom does — the Lynk & Co diagnostic services are maintained by Diadrom in production, and the secure software-update product has been sustained and evolved since 2016. Under the first two, your team does, with Diadrom available as a specialist. Support and further development run under a maintenance agreement either way.
- Why a specialist firm rather than a large integrator?
- Diagnostics is the one discipline we have practised since 1999. The engineer who builds it is the one you talk to — no account layer in between. No vendor commission and no forced toolchain: our own products are an option, never a condition. And Diadrom Holding is listed on NGM Nordic SME, so ownership, board and accounts are public record before the first meeting.
- Why not build this in-house?
- Often you should. Where you do, a single specialist adds depth exactly where the programme is thinnest, without changing how you run things — and leaves the capability with your team when the gap is closed.
- What if we're not sure which model fits?
- That's normal — the model often becomes obvious once the responsibility question is on the table. Start the conversation; changing model later is a paragraph, not a renegotiation.
Next step