What it looks like when it works.
We show three kinds of evidence. Named cases, where the client has agreed to be named. Anonymized outcomes from engagements across our ecosystem, described honestly and without invented quotes. And a complete Review, start to finish, so you can judge the method directly. Where a number appears, we can stand behind it. Where we cannot yet, we say so.
RevereBeach.com: a 1997 site, rebuilt as a local platform.
More than 1,100 pages of history, events, and news, rebuilt so residents and visitors can find what they came for.
- The situation
- RevereBeach.com has been online since 1997. It held decades of history, but it had outgrown the way it was built. There was no business directory. Events rarely made it onto the site. Updates lived in a blog. Google kept showing the site in search, and visitors kept passing it over: before launch, it was shown about as often as a year earlier but earned 28 percent fewer summer clicks (April 18 to August 17, 2026, against the same period in 2025).
- What we rebuilt
- We rebuilt the site as a working local platform. It now has a business directory, an events calendar where organizers submit and staff approve, a moderated news and community feed, and site search. None of these existed before. The archive, more than 380 posts going back to 2010, was preserved and restructured so search engines can read it.
- The foundation
- The technical foundation went from failing to gold standard. Email authentication is now complete, with SPF, DKIM, and DMARC in place and DMARC enforced at reject. All six recommended security headers are in place, where there were none. The site scores 100 on accessibility on mobile and desktop, and its structured data is readable by search engines and AI assistants, with an llms.txt file published for them. In staging tests during the rebuild, the time for the main content to appear on mobile dropped from 2.26 seconds to 1.08.
- The work in progress
- The site was ranked well but chosen less, and the cause was the search listings themselves. Meta descriptions have gone from 9 of 1,162 pages before launch to all of the site's 1,275 pages. The history, news, and event pages have their own, and the 591 directory listings carry a standard one for now. The site went live on September 24, 2026. In the first three weeks, September 24 to October 15, against the three weeks before, clicks from Google search rose 126 percent, engaged visits rose 51 percent, and visitors from the United States rose 64 percent. Counting everyone, 4,688 people visited in those three weeks, more than double the 1,967 before, and this is the off-season. We lead with engaged visits and Google clicks rather than raw counts, because the site, like most, also draws automated traffic from overseas that never reads a page. Seven in ten engaged visits came from organic search, up 87 percent on its own. The launch week drew attention, so we also looked past it: in the two weeks from October 2 to 15, Google clicks were still 71 percent above the two weeks before launch. The lift is holding. Next readings: day 28 on October 22 and day 90 on December 23.
| Before | After | |
|---|---|---|
| Business directory | None | 591 listings in 82 categories (October 9) |
| Events | Rarely posted | Calendar with submission and approval |
| Meta descriptions | 9 of 1,162 pages (August 8) | 100%: all 1,275 pages (October 9) |
| Security headers | None | All six |
| Email authentication | Failing | Enforced (DMARC at reject) |
| Accessibility | Not measured | 100, mobile and desktop |
| Pages on the site | 1,162 found in the August 8 crawl | More than 1,250 published pages, listings, posts, and events (October 9) |
| Internal pages returning errors | 16 of 1,162 pages (August 8) | None across all 1,275 pages (October 9) |
Sources: site crawl of August 8, 2026; check of all 1,275 pages in the sitemap, October 9, 2026; published content and directory counts from the site, October 9, 2026; Google Search Console; Google PageSpeed Insights and header, email, and Front Door checks observed September 29, 2026; staging performance audit, September 11, 2026; Google Search Console and Google Analytics 4 (engaged sessions, total and United States visitors, organic search sessions), September 24 to October 15, 2026, compared with September 2 to 23, 2026, and October 2 to 15 compared with September 10 to 23, read October 16, 2026. Next readings: day 28 (October 22) and day 90 (December 23), 2026.
Dental Creations: a lab with nearly 30 years of craft, given a brand to match.
A Revere dental laboratory since 1998, rebuilt around its own hand-drawn logo and around the way dentists send cases today.
- The situation
- Dental Creations has made crowns, bridges, veneers, and implant restorations for dentists across New England since 1998. The work had earned its reputation. The website had not kept up. It looked dated, gave dentists no simple way to send a case, and was missing the basics a professional business is now expected to have: no DMARC or email policy, and no published terms, privacy, refund, or accessibility policies. On The Deady Group Front Door Grade, it scored an F.
- The brand
- The lab's logo was originally drawn by hand, and it carried the history of the business. We kept it. We redrew it as a clean digital mark that holds up at every size, from a browser tab to a full-width header, and built the new look around it: dark, uncluttered, and led by the lab's own photography. We wrote the copy for every page and refined it with the owner, page by page, until the site looked and read the way the lab wanted to be seen.
- Built for dentists
- The site is organized around what a dentist needs to do. Cases can be submitted online, with scans from any intraoral scanner, photos, and the Rx uploaded together, and the lab is notified as soon as a case comes in. Uploads are stored privately, shared only with the lab, and handled with care for patient information: the form asks for initials or a case ID rather than a full name. Lab Notes, the lab's new resource for dentists, answers the questions they ask, from choosing between zirconia and e.max to sending digital scans, and gives search engines substance to rank.
- Found where it works
- The lab serves practices across the region, so we built pages for the areas it covers, including Boston and the North Shore. We set up its Google Business Profile, added structured data that describes the business to search engines and AI assistants, and did light backlinking to establish the new site.
- The foundation
- Branded email now runs on the lab's own domain, with SPF, DKIM, and DMARC in place and DMARC enforced. All six recommended security headers are in place, up from two. Google's accessibility audit flagged three failures on the old site; the new site has none and scores 100 on mobile and desktop. Mobile speed is 100, up from 85. The lab had no published policies before; terms, privacy, refund, and accessibility policies are now live. The Front Door Grade went from F to A.
- Where it led
- The conversation started with the website and email security. As we learned how the lab runs day to day, it widened to its phones and connectivity, where we found further room to improve and to save. We introduced the lab to options for both, with our relationship disclosed. The lab made the decisions; we narrowed the field and stayed accountable for the introductions.
| Before | After | |
|---|---|---|
| Logo | Hand-drawn original | The same mark, redrawn for digital |
| Sending a case | Not offered on the site | Online submission with secure uploads |
| Resources for dentists | None | Lab Notes |
| Local search | No regional pages or Google Business Profile | Boston and North Shore pages, Google Business Profile, structured data |
| Email authentication | No DMARC or email policy | SPF, DKIM, and DMARC, enforced |
| Security headers | 2 of 6 | 6 of 6 |
| Accessibility (Google) | 3 failed checks: heading order, page language, main landmark | No failed checks; scores 100 on mobile and desktop |
| Policies | None published | Terms, privacy, refund, and accessibility |
| Front Door Grade | F | A |
| Phones and connectivity | Not part of the original scope | Reviewed, with options introduced to improve and save |
Sources: The Deady Group Front Door Grade, before the rebuild and after launch; DNS, email authentication, security header, and site checks of dentalcreationsinc.com observed October 20, 2026; Google PageSpeed Insights (Lighthouse 13.5) for the new site and for the previous Wix site at its Wix address, both run October 20, 2026. Published with the client's permission.
Our own site, rebuilt the way we would rebuild yours
We ran our Review on our own Wix site before replacing it, then published every score, including the weak ones. Security headers went from grade E to A, mobile PageSpeed performance from 40 to 99, and all 229 old addresses still land on a working page. Search visibility is re-measured at 30, 60, and 90 days.
Outcomes from the ecosystem, anonymized.
The Deady Group orchestrates execution through a bench of specialist providers. The outcomes below were delivered by providers in that ecosystem, for their clients, and are here to show what the bench can execute when a diagnosis points there. Identifying details are removed. None carries a quote.
The incumbent consultant could not find the savings.
A global payments company saw its cloud costs rise across multiple teams and subscriptions, with limited visibility into what was being spent and why. The cloud consultant already on the account had been unable to identify savings. A two-week cost assessment by a specialist provider found underutilized virtual machines and storage, unused reservations, and resources provisioned independently by separate teams.
20 percent reduction in cloud cost, with continuous cost visibility and ongoing optimization in place afterward.
Unpredictable cloud spend, stabilized.
A New England software company inherited a cloud environment it had not built, with monthly costs swinging by as much as $70,000 and no visibility into why. An assessment against a published architecture framework found idle virtual machines, unassigned managed disks, and workloads sized for a business that no longer existed.
An immediate 6 percent cut in cloud cost, a projected 15 percent reduction over time, a further 30 percent identified in unassigned resources, and a monthly bill that became predictable, with disaster recovery added in the same engagement.
Security visibility without growing the IT team.
A distributed logistics company needed cybersecurity visibility across a spread-out environment, plus the incident response and continuity capability its compliance obligations required, with a lean internal IT team it did not intend to expand. A managed detection and response service was layered onto the provider already running its infrastructure, backup, and disaster recovery.
The same lean team, extended with threat hunting, testing, and advisory capacity it did not have to hire.
Outcomes from our own advisory work.
These two are The Deady Group's own engagements. They are here because they are the kind of outcome no provider's library can supply: the recommendation that earned the advisor nothing.
We recommended they build it themselves.
A membership organization had outgrown the way it managed its members, events, and communications, and had a proposal in hand for a commercial platform to replace it. The evaluation began with the requirement rather than the product: what the organization actually needed the system to do, what it would cost over the term including the parts the proposal did not itemize, and what it would take to leave if the platform did not work out. Against that, we costed the alternative the organization had been discounting: building the capability internally, on tools it already paid for, with the staff it already had. The internal build fit the requirement more closely, cost less over the term, and left the organization owning its own data and process. That was the recommendation. It earned the firm nothing, and the commercial platform’s vendor did not get the sale.
The organization built it, on budget, and owns it.
We recommended they not lock in.
A company’s energy supply contract was approaching its decision point, and the fixed rate available to it was close to what it was already paying on its current supply. The easy recommendation, and the one that would have compensated the firm, was to lock in now and call the certainty a win. The market at the time did not support it: the spread between the current rate and the fixed offer was too narrow to justify a multi-year commitment, and locking in would have removed the company’s ability to act if the market moved in its favor. The recommendation was to stay on current supply, set a threshold at which a fixed rate would become worth taking, and watch the market against it.
No premature commitment, a defined trigger for when to act, and a client that saw the firm turn down its own commission in writing.
Outcomes from the growth bench.
The technology cases above come from the advisory side of the house. This one comes from the other side: the go-to-market bench that carries growth work for the firm's clients and partners. Same rules: delivered by a specialist bench in the ecosystem, identifying details removed, no quote.
From services revenue to a repeatable software business.
A telecom infrastructure software company had built a vertical mapping product its customers wanted and had the traction to prove it. What it did not have was a software business underneath: revenue and expenses were tracked like a consulting firm, and the metrics a software company runs on, recurring revenue and retention, were not being measured at all. Working alongside the company's finance lead, the growth bench rebuilt the financial model around those metrics, tested the assumptions against the company's own history, and built the projections, plans, and targets on top of it. From there the work moved into the go-to-market engine: quota modeling, cost allocation, sales compensation, and a bottom-up model for the growth rate the company was aiming at. The bench also served as an internal advocate, helping the board and earlier investors see the company as the software business it had become.
Operations aligned to the product, a go-to-market engine under construction, and a company positioned to grow on the metrics that matter for its category.
A complete Review, start to finish.
The fastest way to judge the method is to read one. This is a full eight-area, 22-page Review of an illustrative IT services company, built the way every client Review is built, including at least one area where the finding was that nothing needed to change.
What we will not show you.
Testimonials we wrote ourselves. Quotes attributed to clients who did not say them. Numbers we cannot trace. Logos of organizations that have not agreed to appear. If it is on this page, it is verified, and if we cannot yet prove it, it is marked as pending.
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