The geometry is shared. The stakes and the language are not.
We work where the consequence of failure is real. The pages below are specific rather than templated, because the shared structure, that the program spans layers, that the layers are contracted to different parties, and that the failures concentrate in the seams between them, shows up differently in each domain, with different clocks, different evidence standards, and different definitions of unacceptable.
A firm that cannot speak your domain's specifics has not earned an opinion about your program. Over a decade this is 40+ shipped systems across 9+ verticals.
The vocabulary changes. Who owns the seams does not.
Whatever the domain, one principal owns the span from the silicon to the model, so the seams belong to somebody. Fewer vendors to coordinate, no hand-off at the layer boundary, and one accountable owner for whether the program reaches production.
What changes between these domains is what failure costs and what the regulator, the operator, or the program officer will accept as evidence. Not how the work is owned. If your domain is not listed and the shape of the problem is familiar, the conversation is still worth having, and if it is genuinely outside what we do we will say so early.