Mobile app development
Shape and build an application around the people who will use it and the job it needs to do. Consider platform choice, essential journeys, content, data, account access and how the app behaves when a connection is interrupted.
Tunbridge Wells · software ideas, brought into focusOptimism, with a practical plan
A development partner for the not-quite-yet
Make the idea
make sense.
You have a useful hunch, a knotty process, or the first outline of an app. SIMKIN SOLUTIONS LIMITED helps you turn that early thinking into a digital product people can understand—and a build a team can reason about.
First: a good questionThen: a useful next move
Apps / websites / softwareMake the next decision a better one.Designed to be understood
About the practice
Friendly thinking.
Serious follow-through.
A software idea can feel exciting and a little slippery at the same time. We help make it concrete without squeezing the life out of it.
SIMKIN SOLUTIONS LIMITED is a development partner for people working out what a digital product should become. An idea might begin as a conversation, a recurring irritation, a business opportunity or a sketch that has lived in a notebook for months. It need not arrive dressed as a specification. The point of a first conversation is to find the useful questions, not to test whether you already know every answer.
We take an optimistic view of technology: it can make a task clearer, connect a service, or let someone do something that was previously difficult. Optimism is not the same as assuming every idea needs an app. We look at the people involved, the task they are trying to complete, the information they need and the constraints around the work. Then we can discuss whether a mobile app, website, custom software or a connection between existing systems is a sensible route.
There is technical substance in that discussion. Platforms shape what can be built; integrations depend on access and the behaviour of other services; data structures influence how information is handled; interface choices affect what someone can do when a step fails. We make the relevant trade-offs part of the conversation, in language that is clear enough to support a decision.
Where the direction is ready, the work may include mobile application development, app UX and UI design, website design and development, bespoke coding and integrations, app-store submission preparation, or support around the agreed work. Those are available areas, not a claim of a particular portfolio or a promise that every project needs every discipline.
We value a warm working relationship and clear responsibilities. Feedback is easier when people know what is being reviewed, which decisions are open, and what evidence would make a milestone ready to move on. A small, testable scope can create more confidence than a grand plan whose assumptions have not been examined.
This website describes an approach and possible services. It does not claim past client outcomes, named releases, awards, performance figures or a guaranteed result. No project is the same: scope, cost, timing, access, dependencies and support arrangements need to be discussed and agreed for the particular work.
Whether you are a founder with a rough product idea, an organisation trying to improve a process, or a team that needs a thoughtful development partner, bring the version you have. A useful next step might be a design conversation, a technical question, or simply a clearer description of the problem. We will keep the language human and the reasoning visible.
SIMKIN SOLUTIONS LIMITED is based in Tunbridge Wells, Kent. The published contact details below are for reaching the company directly. The director is Simon David Burnett WHITESIDE.
Simon David Burnett WHITESIDEDirector · SIMKIN SOLUTIONS LIMITED
Services / the pieces we can bring together
From the first screen to the moving parts underneath.
Start with the part that is most immediate. The eventual plan can combine disciplines, but no package or platform is assumed before we understand the need.
App UX and UI design
Give the idea a usable shape before implementation locks in decisions. Work through navigation, screen hierarchy, plain-language actions, accessible interaction and overlooked states such as loading, empty, error and recovery.
Website design and development
Build a clear, responsive website around its audience, content and purpose. A considered scope includes the structure behind the pages, the small-screen experience, forms and the practical needs of maintaining information.
Bespoke coding and integrations
Develop software for a specific requirement or connect existing services. We ask what data should move, who can authorise access, what each system permits, and what a useful failure or retry path looks like.
App-store submission preparation
Prepare agreed app information, assets and practical checks for a store submission. Apple and Google control their own requirements, review queues and outcomes; preparation cannot promise approval or timing.
Support and continuation
Talk about the handover, questions that remain, and what support would be useful after an agreed delivery. The practical arrangement depends on the project, access, responsibilities and work requested.
These are potential services, not evidence of past projects or fixed packages. A real proposal would explain what is included, what is not, the dependencies to resolve and how decisions and reviews will happen.
A possible route / from not-yet to ready-to-review
Keep the idea lively. Make the work legible.
A good process should help an idea become clearer, not bury it under ceremony. These are proposed milestones to adapt to the particular work, with an opportunity to check the direction at each step.
Some projects need a quick, focused route. Others need early design or technical questions answered before a build can be scoped. The milestone labels below are not a fixed timetable; they are points where the people involved can inspect what is known and choose what makes sense next.
Find the real task
Describe who needs help, what they are trying to do, what happens now and what a better situation would mean. Bring a concrete example if one is available. A clear problem gives the idea something useful to answer.
Mark the knowns
Separate confirmed needs from assumptions. Note existing systems, data, platform preferences, access, policy constraints and stakeholders. If an unknown could change the route, make it visible rather than quietly treating it as settled.
Make a direction tangible
Choose a suitable way to examine the idea: a journey, screen sketch, content outline, technical note or small proof of behaviour. The artefact should answer a question and invite useful feedback, not pretend to be a finished product.
Set a reviewable scope
Record the first agreed slice, the people responsible for decisions, exclusions, dependencies and criteria for review. Discuss timing and cost against the actual scope. A delivery plan should leave room for approval and input where those are required.
Build and check
Implement the agreed work and test important paths, including the parts that do not go perfectly. Review against the agreed criteria, capture feedback, and decide how changes affect scope before treating them as included.
Leave a useful next step
Agree what access, notes and responsibilities should pass to the people operating the result. If app-store preparation is in scope, identify the materials and account actions needed; an external platform still decides review and approval.
A milestone is useful when everyone can say what is ready to inspect, what is still uncertain, and who owns the next decision.
What if the idea is still a bit vague?
That is a perfectly useful place to start. Explain the situation that prompted the idea, who experiences it and what you would like to be different. You can say plainly which parts are hunches. We can use the discussion to identify what needs clarification before choosing a solution or defining a scope.
Do I need a complete specification before getting in touch?
No. It helps to bring any existing notes, examples or constraints, but a complete specification is not a condition of making contact. If the work moves forward, we can agree what further detail is needed and who will provide it. A specification should record useful decisions, not create a barrier to asking a question.
Can you tell me whether my idea should be an app?
We can discuss the people, task, context and requirements that might point towards an app, a website, an integration or a different route. The name of a technology does not prove that it is the right answer. A sound recommendation depends on the information available and the constraints of the specific situation.
Can design and engineering be discussed together?
Yes. The user journey and the technical approach affect one another. A design may depend on permissions, data freshness or platform behaviour; engineering choices can influence what users see and what they can recover from. Discussing both helps make assumptions visible early.
What does an initial discussion commit me to?
An enquiry is a request to make contact, not agreement to a particular service, fee or delivery schedule. If a piece of paid discovery or design work is appropriate, its scope and terms should be discussed separately. You can decide whether to proceed once you understand the proposed next step.
Can you work with software we already use?
Existing systems are important context. For any proposed integration, we would need to understand available interfaces, permissions, data formats, ownership and any provider restrictions. A connection may not be possible in the way first imagined, so access and documentation are useful to examine before committing to a design.
How do you approach accessibility?
Accessibility is considered in the way people navigate, read, enter information and respond to feedback. Useful design questions include contrast, text clarity, keyboard use, labels, focus, error messages and responsive layouts. The appropriate checks depend on the product and agreed scope; no blanket compliance outcome should be assumed without assessment.
Can you help prepare an app for an app store?
App-store submission preparation is an available service. The scope can cover agreed materials and practical checks for the relevant submission. Store criteria and decisions belong to the platform provider, so a third party cannot guarantee approval, policy interpretation or a review date.
How are cost and timing worked out?
They depend on the agreed work, its uncertainty, available access, external dependencies and the speed of decisions and reviews. An estimate should be tied to a described scope and stated assumptions. If new requirements arise, discuss their effect rather than relying on an unqualified figure or an implied guarantee.
What happens after a milestone review?
Review the work against the criteria agreed for that milestone. Confirm accepted points, record corrections or open questions, and decide what belongs in the next scope. A review is a moment to learn and make a decision, not an automatic sign-off of work that has not been checked.
Can the work begin with just one small improvement?
A focused first scope can be a sensible way to learn. It should still have a clear user or business purpose, an agreed boundary and a way to inspect the result. Small does not mean vague: deciding what is outside the first piece helps keep it practical.
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A few useful things to decide
Small questions, better foundations.
A little preparation can make a first project conversation more specific. These prompts are not homework and there is no score. Pick whichever one helps you explain the situation in your own words.
Describe the moment, not just the proposed feature
Instead of beginning with a feature list, describe the moment when someone needs help. What are they doing before it? What information do they need? What currently slows them down or makes them uncertain? A brief real example makes it easier to compare possible solutions.
Separate the essential from the interesting
Ideas tend to attract extra possibilities. Write down which outcome would make a first release useful and which ideas could wait. This is not a promise to exclude good thinking; it is a way to protect the core question while keeping future directions visible.
Notice who needs to make decisions
Identify the people who understand the work, those who will use the result, and those able to approve content, access or spending. If the same person cannot cover every viewpoint, plan how feedback will be gathered. Decision routes can have a real effect on timing.
List the systems and access involved
For a product connected to existing tools, note their names, owners and the information that may need to move. Do not send passwords in an initial enquiry. Access should be arranged safely and only when the scope and responsibilities for it are understood.
Ask what success would look like to a person
A useful criterion can often be described as a task completed, information understood or effort removed. Avoid relying on a promise of a percentage improvement before measurement exists. Agree what can be inspected at a milestone and what would need longer-term evidence.
Keep the edges in view
Consider what happens when someone has no account, loses a connection, enters something incorrectly or needs help. These are not obscure afterthoughts; they shape how dependable the experience feels. Including edge states in design and review makes the everyday route more coherent too.
Proposed project milestones
Progress you can actually inspect.
These are useful review points to propose—not claims about completed projects, guaranteed outcomes or a fixed delivery timetable.
The need is described
People, purpose, boundaries, important unknowns and the next decision are recorded in plain language.
The shape is visible
An agreed sketch, design, technical note or scope is available for feedback before further work is assumed.
The next owner is clear
Reviewed work, outstanding items, relevant access and agreed responsibilities are made understandable.
When to reach us
Room for a proper conversation.
Use the contact details below during the published working week. The hours shown are UK local time; a call or email is not a booked consultation until arrangements have been agreed directly.
Monday–Friday09:00–18:00
Saturday–SundayClosed
UK local time. Please include enough context for a useful reply. No response time is promised by this page.
The next bit can be simple
Tell us what is taking shape.
A few lines about the people, task and idea are plenty to begin. Choose a service if you have one in mind; otherwise choose the closest fit and explain what you are still working out.
Company
SIMKIN SOLUTIONS LIMITED
Address2a Royal Chase, Tunbridge Wells, Kent, TN4 8AY
Telephone
Director
Simon David Burnett WHITESIDE
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