You bring the product
We build the
operating model
behind it.
In SaaS, AI and agents are changing the product, and what needs to exist behind it.
Behind the product
What customers experience goes far beyond the product itself.
How the product is delivered, supported, changed, and operated becomes part of what the customer experiences.And as the product evolves, so do the capabilities, processes, governance, and systems required behind it.
A great product is only the beginning.What you build behind it determines how well it holds up.
What we believe
Product, service, and experience
are inseparable.
Because customers experience
them as one.
Operating models deserve intentional design.
Because how the business operates shouldn't be left to circumstance.
The product is only as strong as what stands behind it.
Because every product depends on how the business operates around it.
Operating models evolve continuously.
Because what works today may not support what the business needs next.
Two ways to start
Start with where your business needs to go - or where your operating model needs to improve.
Operating Model Transformations
For change driven by what the business needs to achieve.
The transformation can span multiple parts of the operating model, bringing together the changes needed to achieve a broader business outcome.
Operational
Stability
Build the operational foundation needed to work with greater control and consistency.
Scale-Ready Operations
Build the operational capacity needed to grow without adding unnecessary complexity.
Enterprise-Ready Operations
Build the operational capability needed to serve and support enterprise customers.
Operational Outcomes
For change focused on a specific part of the operating model.
The engagement concentrates on one area, strengthening how that part of the operating model works and supports the business.
Product
Operations
Build the structure needed to manage and evolve your product effectively.
Service
Reliability
Build the capabilities needed to deliver and support your service reliably.
Service
Experience
Build the capabilities needed to manage how customers experience your service.
How we work
From where you are today to the operating model your business needs next.
1. Assess
Understand what’s working, what isn’t, and what needs to change.
2. Plan
Define how the change will happen and how it will be implemented.
3. Design
Design the processes, roles, governance, systems, and ways of working.
4. Build
Put the new operating model, playbooks, systems, and tools in place.
5. Embed
Support adoption and prepare your teams to operate the new model.
Ready to build the Operating Model behind your product?
The best place to start is a conversation.
We'll discuss where your SaaS company is today, where the product and business are going next, and what the operating model needs to support.
ABOUT US
SaaS companies
deserve an
operating model
as intentional as their product.
Why Build to Hold exists
SaaS companies invest enormous thought into their products — what they do, how they’re built, and how they evolve.
But the operating model behind the product often develops differently.
Processes emerge as needs appear. Responsibilities form around whoever is available. Tools are added to solve immediate problems. Ways of working that made sense at one stage remain long after the company has outgrown them.
Over time, those decisions become the way the company operates.
And as the product and business evolve, what needs to exist behind them evolves too.
Build to Hold exists to make that operating model intentional.
Because great products shouldn’t be held back by the way the business operates behind them.
Our mission
Build operating models that enable SaaS companies to deliver, support, and evolve great products.
Our story
Born from real operating experience.
Build to Hold was founded by Ana Paula Oliveira after more than 20 years working across technology and operations.Across roles in business management, IT operations, service management, product and project delivery, governance, and operational transformation, the same pattern kept appearing:
The technology was rarely the whole problem. How the organization operated around it mattered just as much.
Processes evolved independently. Responsibilities depended on individuals. Systems didn’t always connect. Decisions happened in different places. Ways of working that once made sense no longer matched what the organization needed.Build to Hold grew from that experience - and from the belief that SaaS companies shouldn’t have to wait until operational problems become business problems before intentionally designing how they operate.
Practitioners, Not Theorists
Experience that comes from doing the work.
Build to Hold is grounded in hands-on experience designing, leading, implementing, and improving how technology-enabled businesses operate.
Technology & Operations
Designing and leading operations across complex technology environments.
Product & Experience
Improving how products are delivered and how customers experience them.
Service Management
Designing and improving how technology services are delivered and supported.
Transformation & Governance
Leading operational change and building the governance required to sustain it.
Why Build to Hold
Not your typical consulting engagement.
Practitioner-led
Our work is grounded in hands-on experience designing, leading, implementing, and improving technology and operations.
Outcome-led
We start with what the business needs to achieve, then determine which operating capabilities need to change.
Built around your business
We draw from ITIL, Agile, Scrum, DevOps, and other practices without forcing your organization into a predefined methodology.
Designed to be implemented
You leave with the operating model, and Change & Implementation Plan needed to put it into practice, with or without Build to Hold.
Continue the conversation
Your operating model should support where your business needs to go next.
Let’s talk about what may need to change.
TRANSFORMATIONS
The operating model
your SaaS company needs
depends on where it’s going.
Where do you need to go next?
The three transformations aren’t sequential.
Where we start depends on how your company operates today and what the business needs to achieve next.
Operational
Stability
I need to regain operational control.
Scale-Ready
Operations
I need operations that can keep up with growth.
Enterprise-Ready
Operations
I need to be ready to serve enterprise customers.
Operational Stability
Regain operational control.
Build a more controlled, consistent, and reliable way to operate.
The transformation
Move from reactive, inconsistent, and person-dependent operations to controlled, visible, and repeatable operations.
The starting point
Operational instability rarely shows up in just one place.
Priorities keep
shifting
Product work is constantly redirected by urgent requests, competing demands, and unclear priorities.
Delivery feels
unpredictable
What gets planned, released, and delivered doesn’t consistently happen as expected.
Operations are
reactive
Teams spend too much time responding to incidents, recurring issues, exceptions, and immediate operational demands.
Too much depends
on individuals
Critical knowledge, decisions, and operational activities rely on specific people to keep things moving.
Customers experience inconsistency
Support, communication, and service interactions vary depending on the situation or who handles them.
Problems become
customer problems
Internal operational gaps become visible through missed expectations, recurring disruptions, or difficult recovery experiences.
The outcome
An Operating Model that is:
Controlled
Critical operational activities happen intentionally rather than reactively.
Visible
Teams and leaders can see what is happening and where attention is required.
Repeatable
Critical work doesn’t need to be reinvented every time.
Owned
Responsibilities, accountability, and decision rights are understood.
Reliable
The company can consistently deliver and support its product and services.
Where we work
Operational Stability can involve changes across three areas of the operating model.Within each area, we look at the capabilities, processes, roles, governance, technology, controls, and ways of working that need to change to regain operational control.
Product
Operations
Bring control to product priorities, decisions, development, and releases so work moves forward consistently.
Service
Reliability
Bring consistency to service operations, support, incidents, and recovery so issues are handled predictably.
Service
Experience
Bring consistency to customer expectations, interactions, and support so the experience doesn't depend on the situation.
Ready to regain operational control?
Tell us what’s getting in the way. We’ll start by understanding where instability exists and what needs to change.
Common Questions
Scale-Ready Operations
Build operations that can keep up with growth.
Build the capacity and structure needed to grow without increasing operational complexity.
The transformation
Move from operations that require more effort and coordination as the business grows to scalable operations that can absorb increasing demand and complexity.
The starting point
Growth puts pressure on the operating model in different ways.
Priorities are
harder to manage
More customers, requests, stakeholders, and competing demands are making product priorities increasingly difficult to manage.
Delivery is more
complex
As products and teams grow, getting work from decision to release requires more handoffs, dependencies, and coordination.
Operational work
keeps growing
More customers and activity are creating proportionally more support, operational work, exceptions, and manual intervention.
Dependencies are
increasing
Work increasingly crosses teams, creating dependencies and handoffs the existing ways of working weren’t designed for.
Consistency is
getting harder
As customer volume and complexity increase, maintaining the same level of support, communication, and service becomes more difficult.
Exceptions keep
growing
Customer needs, product variations, integrations, and special cases increasingly require workarounds and one-off handling.
The outcome
An Operating Model that is:
Scalable
Growth doesn’t require the same proportional increase in manual effort and operational overhead.
Coordinated
Teams, responsibilities, dependencies, and handoffs work together as the organization becomes more complex.
Adaptable
Ways of working can accommodate changing products, customers, teams, and business requirements without constant redesign.
Efficient
Operational effort and resources are directed where they create the most value rather than being consumed by unnecessary complexity.
Consistent
Product delivery, service reliability, and service experience remain dependable as volume and complexity increase.
Where we work
Scale-Ready Operations can involve changes across three areas of the operating model.Within each area, we look at the capabilities, processes, roles, governance, technology, controls, and ways of working that need to change to support growth.
Product
Operations
Scale product decisions, coordination, and delivery as demand, teams, priorities, and dependencies increase.
Service
Reliability
Scale service operations, support, and capacity as demand, usage, operational complexity increase.
Service
Experience
Scale customer interactions, communication, and support without losing consistency as the customer base grows.
Ready for operations that can keep up with growth?
Tell us where growth is creating pressure. We’ll start by understanding what’s beginning to strain and what needs to change before it becomes a constraint.
Common Questions
Enterprise-Ready Operations
Be ready to serve enterprise customers.
Build the operational capability needed to reliably serve and suppor enterprise customers.
The transformation
Move from an operating model built for the business today to one capable of reliably serving, supporting, and evolving with enterprise customers.
The starting point
Enterprise requirements expose gaps that may not have mattered before.
Enterprise gaps
surface
Sales conversations and customer assessments raise questions about service, security, governance, ownership, controls, and operational maturity that are difficult to answer confidently.
Product commitments
increase
Roadmaps, releases, dependencies, and customer requirements need stronger coordination as product decisions affect larger and more demanding customers.
Service expectations
rise
Customers expect clearer commitments around availability, support, response, recovery, escalation, and ongoing service performance.
Governance must
be demonstrable
It’s no longer enough for teams to know how things work. Responsibilities, controls, decisions, and ways of working need to be defined and evidenced.
Customers expect
visibility
Enterprise customers expect proactive communication, clearer escalation paths, service reporting, and confidence when something goes wrong.
Exceptions become
commitments
Custom requirements, integrations, contractual obligations, and customer-specific arrangements can create operational commitments the organization must be able to manage consistently.
The outcome
An Operating Model that is:
Governed
Responsibilities, decisions, controls, and operational expectations are clearly established.
Accountable
Ownership is clear internally and customers know where accountability sits when commitments need to be met.
Demonstrable
The company can provide evidence of how it operates rather than relying on informal explanations.
Commitment-Ready
Service commitments can be supported consistently, including when disruptions or escalations occur.
Enterprise-Ready
The operating model can support the expectations and complexity that come with larger, more demanding customers.
Where we work
Enterprise-Ready Operations can involve changes across three areas of the operating model.Within each area, we look at the capabilities, processes, roles, governance, technology, controls, and ways of working that need to change to meet enterprise expectations.
Product
Operations
Strengthen product governance, decisions, and commitments as enterprise requirements increase.
Service
Reliability
Strengthen service commitments, controls, and ownership for greater operational accountability.
Service
Experience
Strengthen communication, visibility, and escalation for more demanding customer expectations.
Ready to meet enterprise expectations?
Tell us where enterprise requirements are exposing gaps. We’ll start by understanding what customers are asking for and where your operating model needs to become stronger.
Common Questions
Not sure what your Operating Model needs next?
Every SaaS company starts from a different place.
We'll discuss where your business is today, what you're trying to achieve, and where the operating model may need to change.
OPERATIONAL OUTCOMES
Strengthen the parts
of your operating model
that matter most.
What do you need to improve?
You don’t always need a broader operating model transformation.
Sometimes the need is more focused - one part of the operating model needs more structure, consistency, or capability.
Product
Operations
I need a better way to manage how the product is prioritized, delivered, and evolved.
Service
Reliability
I need a better way to keep the service reliable, supported, and under control.
Service
Experience
I need a better way to manage how customers experience and interact with the service.
Product Operations
Build a better way to manage and evolve your product.
Create the structure needed to connect product priorities, decisions, delivery, releases, and feedback.
Why Product Operations matters
Every idea competes
for investment
Customer requests, internal ideas, technical needs, and strategic opportunities compete for the same time, people, and resources.
Every priority
has consequences
Choosing what to build means choosing what not to build. Product decisions need a clear way to evaluate demand and determine what matters most.
Delivery is only
part of the lifecycle
What happens after release - performance, behavior, feedback, service impact, cost, and learning - should inform what happens next.
Product Operations connects these decisions across the product lifecycle, from what gets considered to what gets learned after release.
Sound familiar?
Everything feels
like a priority
Requests, technical work, and strategic initiatives compete for attention without a consistent way to decide what comes first.
Ideas go straight
to development
Requests move from conversation to implementation without consistent evaluation, prioritization, or visibility.
The roadmap
keeps moving
Priorities change frequently, making it difficult to understand what the company is actually committed to.
Product decisions
live with individuals
Important context and decisions depend heavily on founders, product leaders, or specific team members.
Delivery feels
disconnected
Development, releases, communication, and operational impact don’t always move through one coordinated flow.
Feedback gets
lost
Customer feedback, product performance, service issues, and operational learning don’t consistently inform future decisions.
What we build
1. Product decision
structure
Create a clear way to capture, evaluate, prioritize, and govern product demand.
You get: clear criteria, ownership, decision points, and prioritization workflows.
2. Product-to-Delivery
flow
Connect product decisions with development, release planning, and delivery.
You get: clearer workflows, handoffs, ownership, and visibility from priority to release.
3. Change & Operational readiness
Build operational considerations into how product changes are prepared and released.
You get: defined readiness criteria, responsibilities, coordination, and release practices.
4. Product performance & Learning loop
Connect customer feedback, product performance, service impact, cost, and operational learning back to product decisions.
You get: a structured way to understand how the product is performing and use what happens in operation to inform what happens next.
We look beyond individual product processes to the operating model around them - including the roles, governance, technology, controls, and other capabilities needed to manage and evolve the product effectively.
Ready to build a better way to manage your product?
Tell us where product decisions, delivery, releases, or feedback are becoming difficult. We’ll start by understanding what needs to change.
Common Questions
Service Reliability
Build a service your customers can rely on.
Create the structure needed to operate, support, monitor, and restore the service reliably.
Why Service Reliability matters
Reliability is more
than uptime
Customers depend on availability, performance, quality, support, recovery, and the ability to consistently meet service expectations.
Every change can
affect the service
Features, releases, integrations, infrastructure changes, and external dependencies can introduce operational risk into the service.
Customers depend on
the organization too
When something goes wrong, customers depend on the organization to detect, respond, restore service, and prevent the problem from recurring.
Service Reliability connects the product with the operational capabilities needed to deliver and support it consistently.
Sound familiar?
Service health is
hard to see
Technical data and customer reports exist, but there isn’t a consistent view of how the service is performing.
Support depends on who picks it up
Requests and service issues are handled differently depending on who receives them or who is available.
Every incident becomes
a fire drill
Teams coordinate the response in the moment rather than following a clear and understood way of working.
Problems keep
coming back
Service gets restored, but recurring issues and their underlying causes aren’t consistently addressed.
Changes create
disruption
Releases and other changes affect the service without enough visibility or control over their operational impact.
Service expectations
aren’t clear
Expectations around performance, support, response, recovery, and ownership are informal, inconsistent, or poorly understood.
What we build
1. Service operating
structure
Establish how the service is owned, monitored, supported, maintained, and managed day to day.
You get: clearer ownership, service expectations, operational workflows, and visibility.
2. Support & service
response
Build consistent ways to manage service requests, issues, escalation, and the coordination required to resolve them.
You get: defined workflows, responsibilities, escalation paths, and support practices.
3. Incident & recovery
capability
Build how incidents are detected, coordinated, escalated, restored, and followed through when the service is disrupted.
You get: defined response, recovery, communication, and follow-through practices.
4. Service
improvement loop
Connect service performance, recurring problems, changes, capacity, and operational learning to ongoing improvement.
You get: a structured way to identify, prioritize, and address opportunities to improve service reliability.
We look beyond individual service processes to the operating model around them - including the roles, governance, technology, controls, and other capabilities needed to operate and support the service reliably.
Ready to build a service your customers can rely on?
Tell us where operating and supporting your service is becoming difficult. We’ll start by understanding what needs to change.
Common Questions
Service Experience
Create a service experience customers can trust.
Create the structure needed to manage the expectations, interactions, communication, support, and recovery that shape how customers experience the service.
Why Service Experience matters
Internal friction
impacts customer
Unclear ownership, poor handoffs, and inconsistent ways of working eventually become part of the customer’s experience.
The same service
can feel different
Customers can use the same product and have very different experiences depending on how expectations, communication, support, and problems are handled.
Recovery shapes
trust
When something goes wrong, how the organization communicates, manages expectations, and supports recovery can shape how customers remember the experience.
Service Experience makes these moments intentional rather than leaving them to whatever happens behind the scenes.
Sound familiar?
Customers get
different experiences
Support, communication, and service interactions vary depending on the team, channel, situation, or person involved.
Customers have to
chase for information
Customers need to ask for updates instead of receiving the information they need at the right time.
Internal complexity
reaches the customer
Customers have to navigate teams, handoffs, ownership boundaries, or internal processes that should be invisible to them.
Expectations aren’t
clear
Customers and internal teams have different assumptions about what will happen, when, and what level of service to expect.
Feedback gets
lost
Customer feedback is collected but doesn’t consistently inform decisions about the product, service, or experience.
Recovery stops
at resolution
The service may be restored while the customer’s frustration, uncertainty, or loss of confidence remains unaddressed.
What we build
1. Service experience
structure
Define the expectations, ownership, standards, and interactions that shape how customers experience the service.
You get: clearer experience standards, responsibilities, and ways of working.
2. Communication &
interaction flows
Build consistent ways to communicate and manage key customer interactions across the service.
You get: defined communication flows, touchpoints, ownership, and expectations.
3. Escalation &
recovery experience
Design how customers are supported, informed, and guided when issues escalate or the service is disrupted.
You get: clearer escalation, communication, and customer recovery practices.
4. Experience
feedback loop
Connect customer feedback, experience measures, service performance, and operational learning to ongoing improvement.
You get: a structured way to identify and prioritize opportunities to improve the service experience.
We look beyond individual service interactions to the operating model around them - including the roles, governance, technology, and other capabilities needed to manage and improve the service experience.
Ready to create a service experience customers can trust?
Tell us where expectations, communication, support, escalation, or recovery are creating a poor customer experience. We’ll start by understanding what needs to change.
Common Questions
Not sure where the problem sits?
Operational issues don’t always fit neatly into one area.
We’ll discuss what’s happening today, what needs to improve, and where changes to the operating model can have the greatest impact.
OUR APPROACH
From where you are today
to the operating model
your business needs next.
One approach. Two ways to engage.
The approach stays the same. The scope depends on what your business needs.
Operating Model Transformations
For broader change tied to where your business needs to go next.
When the business needs to regain control, prepare for growth, or meet enterprise expectations, we look across the operating model to determine what needs to change.We assess Product Operations, Service Reliability, and Service Experience, identify the capabilities that need to mature, and create a coordinated transformation around the business outcome.
Operational Outcomes
For focused change within a specific part of your operating model.
When you already know where improvement is needed, we focus the engagement on Product Operations, Service Reliability, or Service Experience.We assess how that area operates today, what it needs to enable, and what needs to change.
How we work
Every engagement gives you a clear assessment, a design for how the operating model should work, and a plan for putting it into practice.
1. Assess
Understand what’s working, what isn’t, and what needs to change.We assess the current operating model against what the business needs, identifying gaps, constraints, risks, and priorities.
You get: a current-state assessment, prioritized gaps, and a clear definition of what needs to change.
2. Plan
Create the plan for making the change happen.We define the scope, priorities, sequence, dependencies, responsibilities, impacts, risks, and implementation approach.
You get: a Change & Implementation Plan defining what will change, how it will happen, who will be impacted, and how the change will be managed.
3. Design
Design how the new operating model will work.We define the processes, workflows, roles, ownership, governance, measures, systems, and tools required to support the target outcome.
You get: a documented operating model with the processes, workflows, roles, governance, measures, and system requirements needed for implementation.
Need help putting it into practice?
You can take the operating model, Change & Implementation Plan, and documentation forward with your own team. Or Build to Hold can stay involved and help put it into operation.
4. Build
Put the new operating model in place.We build the processes, playbooks, workflows, governance, measures, documentation, systems, and tools required to support the new model.
You get: working processes and workflows, operational playbooks, configured systems and tools, governance structures, measures, and documentation.
5. Embed
Make the new way of operating work in practice.We prepare teams, support adoption and transition, validate how the model works in practice, and refine what needs adjustment.
You get: trained teams, adoption support, finalized documentation, and an operating model ready to run beyond the engagement.
Built around your business, not a methodology
We draw from established approaches including ITIL, Agile, Scrum, and DevOps, but we don’t implement methodologies for the sake of following a framework.The practices we use depend on what your business needs, how your operating model works today, and what you’re trying to achieve next.
The methodology informs the work. It isn’t the product.
Not sure where to start?
You don’t need to know which engagement or capabilities you need before talking to us.
We’ll start with where your business is today, what it needs next, and what may need to change in the operating model to get there.
Terms of Service
Last updated: August 13, 2026These Terms of Service (“Terms”) govern your access to and use of the Build to Hold website at buildtohold.co, including content and resources made available through the website.By accessing or using the website, you agree to these Terms.Build to Hold operates from Ontario, Canada.1. About Build to HoldBuild to Hold provides consulting and advisory services focused on helping SaaS companies design and build the operating model behind their products.Information presented on this website describes our general areas of work and does not constitute an offer to provide any particular service on specific terms.2. Consulting ServicesBuild to Hold provides customized consulting services. Services displayed or described on the website are not standardized or productized offerings with predetermined terms.Each consulting engagement is separately scoped based on the client's circumstances, needs, and requirements.Specific engagements are governed by applicable agreements, proposals, statements of work (“SOWs”), or other contractual documentation agreed between Build to Hold and the client.Those documents may establish matters including:- scope and deliverables;
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Limitation of LiabilityTo the maximum extent permitted by applicable law, Build to Hold will not be liable for any indirect, incidental, special, consequential, exemplary, or punitive damages, including loss of profits, revenue, business opportunities, data, goodwill, or anticipated savings, arising out of or relating to your use of, or reliance on, the website, its content, downloadable resources, or other publicly available materials.Build to Hold is not responsible for business, operational, technical, financial, security, compliance, or other decisions made based on general information, recommendations, or resources made available through the website.You are responsible for evaluating whether any information or resource is appropriate for your particular circumstances before relying on or implementing it.Nothing in these Terms excludes or limits liability that cannot be excluded or limited under applicable law.Any liability, limitation of liability, warranties, responsibilities, or remedies relating to a paid consulting engagement will be governed by the applicable agreement, proposal, SOW, or other contractual documentation for that engagement.15. IndemnificationTo the extent permitted by applicable law, you agree to indemnify and hold Build to Hold harmless from claims, losses, liabilities, damages, and reasonable costs arising from your unlawful use of the website, your violation of these Terms, or your infringement of another person's rights.16. PrivacyYour use of the website is also subject to our Privacy Policy, which explains how we collect, use, disclose, and protect personal information.17. Changes to These TermsWe may update these Terms from time to time to reflect changes to our website, business, services, or legal requirements.Changes will become effective when the updated Terms are posted on the website unless otherwise stated.The “Last updated” date at the top of this page identifies the most recent revision.18. Governing LawThese Terms are governed by the laws of the Province of Ontario and the applicable federal laws of Canada, without regard to conflict-of-law principles.Subject to applicable law, disputes relating to these Terms or use of the website will be submitted to the courts of competent jurisdiction in Ontario, Canada.19. SeverabilityIf any provision of these Terms is found to be invalid or unenforceable, the remaining provisions will continue in effect to the extent permitted by law.20. ContactQuestions regarding these Terms may be directed to:Build to Hold
Ontario, Canada
[email protected]
Privacy Policy
Last updated: August 13, 2026Build to Hold (“Build to Hold,” “we,” “us,” or “our”) respects your privacy and is committed to handling personal information responsibly.This Privacy Policy explains how we collect, use, disclose, and protect personal information when you visit buildtohold.co, contact us, subscribe to communications, download resources, schedule a conversation, make a payment, or otherwise interact with Build to Hold.Build to Hold operates from Ontario, Canada.1. Information We CollectWe may collect personal information that you voluntarily provide to us, including:- your name;
- email address;
- company name;
- job title or role;
- information submitted through website forms;
- information provided when scheduling a meeting or consultation;
- communications you send to us;
- information provided when subscribing to emails or requesting resources; and
- information relevant to a potential or existing business relationship.If you become a client, additional information may be collected as reasonably necessary to establish, administer, and deliver our services.Information provided or accessed as part of a consulting engagement may also be subject to the applicable agreement, proposal, statement of work (“SOW”), confidentiality agreement, or other contractual documentation.2. Information Collected AutomaticallyWhen you visit our website, certain technical information may be collected automatically by us or by service providers supporting the website.This may include:- IP address;
- browser and device information;
- pages visited;
- referring website;
- approximate geographic information;
- date and time of visits; and
- interactions with the website.This information may be collected through cookies, analytics technologies, server logs, or similar technologies.3. How We Use Personal InformationWe may use personal information to:- respond to inquiries and requests;
- communicate with prospective and existing clients;
- schedule and manage meetings;
- provide requested resources or information;
- deliver and administer consulting services;
- manage business relationships;
- process payments and maintain transaction records;
- operate, maintain, secure, and improve our website;
- understand how visitors interact with our website;
- send newsletters, insights, resources, or other communications where permitted;
- maintain appropriate business, contractual, accounting, and financial records;
- prevent misuse, fraud, or security incidents; and
- comply with applicable legal and regulatory requirements.We seek to limit the collection and use of personal information to purposes reasonably necessary for our business activities.4. Email CommunicationsIf you subscribe to our newsletter, request a resource, or otherwise consent to receive communications from Build to Hold, we may send you relevant emails, including insights, resources, business updates, and information about our services.You may unsubscribe from marketing communications at any time by using the unsubscribe link included in our emails.You may still receive non-marketing communications when necessary, including communications relating to inquiries, scheduled meetings, transactions, or an existing client relationship.5. Cookies and AnalyticsOur website and the services used to operate it may use cookies and similar technologies.These technologies may be used to:- operate and secure the website;
- remember preferences;
- understand website usage and performance; and
- improve the website and visitor experience.Your browser may allow you to block or delete cookies. Disabling certain cookies may affect the operation of some website features.Where required by applicable law, we will seek appropriate consent before using non-essential cookies or similar technologies.6. Service Providers and VendorsWe may use third-party service providers and vendors to support our website, business operations, and delivery of services.These providers may perform functions such as:- website hosting and operation;
- email delivery and subscriber management;
- meeting scheduling;
- payment processing;
- analytics;
- communications;
- cloud storage;
- business administration; and
- other technical or professional services.Where a service provider requires access to personal information, we seek to limit that access to what is reasonably necessary for the applicable purpose.We seek to select service providers appropriate to the nature of the information and services involved and to use reasonable measures to protect information entrusted to third parties.Some service providers may process or store information outside Canada. As a result, personal information may be subject to the laws of the jurisdictions where it is processed or stored.7. Personnel, Contractors and SubcontractorsBuild to Hold may engage employees, independent contractors, subcontractors, or other professionals to support our business or the delivery of consulting services.Access to personal, confidential, or client information is limited to individuals who require access for legitimate business or engagement purposes.Where appropriate, individuals with such access are subject to confidentiality obligations and are expected to handle information in accordance with applicable security, privacy, and contractual requirements.Where a consulting engagement involves specific requirements relating to personnel, subcontractors, access, confidentiality, security, screening, or client approval, those requirements will be addressed in the applicable agreement, proposal, SOW, or other engagement documentation.8. Client Information and Consulting EngagementsIn the course of providing consulting services, Build to Hold may receive or access information belonging to a client that is confidential, proprietary, operational, technical, commercial, or otherwise sensitive.The handling of client confidential information is governed primarily by the applicable client agreement, confidentiality agreement, proposal, SOW, or other contractual documentation.Depending on the engagement, these agreements may establish requirements concerning matters such as:- confidentiality;
- authorized access;
- use and disclosure of client information;
- personnel and subcontractors;
- security safeguards;
- information storage and transmission;
- security or privacy incident notification;
- retention and deletion; and
- return of client information.This Privacy Policy does not replace or modify the confidentiality, privacy, security, or information-handling requirements agreed for a specific client engagement.9. PaymentsBuild to Hold uses Stripe to process payments for consulting services.When you make a payment, payment and transaction information may be collected and processed directly by Stripe. Build to Hold does not directly store complete payment card details.We may receive information from Stripe relating to a transaction, such as your name, contact information, payment status, transaction amount, invoice information, and other information necessary to administer the client relationship and maintain appropriate business and financial records.Stripe processes personal information in accordance with its own privacy practices and may process or store information outside Canada.10. Disclosure of InformationWe do not sell personal information.We may disclose personal information:- to service providers supporting our business operations;
- to authorized personnel or professionals involved in delivering our services;
- when necessary to provide requested services;
- with your consent or at your direction;
- when required by applicable law, regulation, legal process, or lawful governmental request;
- when reasonably necessary to protect our rights, property, systems, clients, or others; or
- in connection with a business restructuring, financing, sale, merger, or transfer of all or part of the business, subject to applicable legal requirements.11. RetentionWe retain personal information only for as long as reasonably necessary for the purposes for which it was collected and to satisfy legitimate business, contractual, accounting, legal, or regulatory requirements.Retention periods may vary depending on the nature of the information and our relationship with you.When personal information is no longer required, we will take reasonable steps to securely delete, destroy, or anonymize it, subject to applicable requirements.Client information may be subject to additional retention or deletion requirements established in the applicable client agreement or SOW.12. SafeguardsWe use reasonable administrative, technical, and organizational safeguards appropriate to the nature and sensitivity of the information we handle.These safeguards may include measures intended to:- limit access to authorized individuals;
- protect accounts and systems used to handle information;
- maintain confidentiality;
- appropriately manage service providers and personnel; and
- reduce the risk of unauthorized access, use, disclosure, alteration, or loss.The specific safeguards applicable to a consulting engagement may also be established through the applicable client agreement or SOW.No website, electronic transmission, or information-storage system can be guaranteed to be completely secure.13. Your Privacy Choices and RightsSubject to applicable law, you may request information about personal information we hold about you and how it has been used or disclosed.You may also ask us to:- provide access to your personal information;
- correct inaccurate or incomplete information;
- withdraw consent where applicable; or
- address a concern regarding our privacy practices.Certain legal, contractual, or other limitations may apply.To make a privacy request, contact us at [email protected].We may need to verify your identity before fulfilling certain requests.14. Third-Party WebsitesOur website may contain links to websites or services operated by third parties.Build to Hold is not responsible for the privacy, security, content, or practices of third-party websites or services. We encourage you to review their applicable privacy policies before providing personal information.15. Children's PrivacyBuild to Hold provides business consulting services and its website is intended for business and professional audiences.Our services are not directed to children, and we do not knowingly collect personal information from children through the website.16. Changes to This Privacy PolicyWe may update this Privacy Policy from time to time to reflect changes to our business, website, services, technology, service providers, or legal requirements.The updated version will be posted on this page with a revised “Last updated” date.17. Contact UsQuestions, requests, or concerns regarding this Privacy Policy or our handling of personal information may be directed to:Build to Hold
Ontario, Canada
[email protected]