Dedicated Development Teams
A standing team that owns your product, quarter after quarter
Engineers, QA and a named tech lead who work only on your product and stay long enough to know it better than anyone you could hire this year. One monthly cost, one person accountable for delivery.
A senior engineer replies within 24 hours — not a sales rep.
The problems a standing team is meant to solve
You pay the learning curve again with every new vendor
Three agencies have now been walked through why your pricing rules have four exceptions. Each one billed for the discovery, each one left, and the understanding left with them. Nothing compounds, because nobody stays long enough for it to.
Fixed-scope contracts start arguing with your roadmap
Month two, the market tells you something and the plan should change. Instead you are in a change-request conversation about whether a two-day adjustment was in the original statement of work. The contract is now the thing slowing the product down.
Code gets written but nobody owns whether it works
There is no QA in the arrangement, so testing lands on whoever complains loudest. Bugs reach your support inbox before they reach a ticket, and each release becomes a thing people brace for rather than a routine Tuesday.
You cannot forecast next quarter's engineering spend
Hourly billing means the invoice depends on how busy a month happened to be. Finance asks what engineering will cost in Q3 and the honest answer is a shrug — which makes it very hard to defend the budget you actually need.
One team, one owner, no restart every few months
The dedicated model exists for products that will still matter in two years. You get a defined group of people whose only job is your product, and a lead whose name is on the delivery.
A named tech lead who answers for the outcome
Not an account manager relaying messages. A senior engineer who reviews the code, runs the sprint, tells you when a date is at risk and is in the room when you decide what to build next. When something goes wrong you know exactly whose call it is to fix it.
A complete team, including the parts people cut first
Engineers, a QA engineer, and the delivery discipline to keep releases boring. Team shape is set to the work rather than sold by the seat, and we will tell you when you are asking for more people than the problem needs.
Stability, because the domain knowledge lives in the people
The same engineers stay on your product across quarters. Our team is in-house and salaried rather than a rotating contractor pool, and long tenure on one client is treated internally as a good outcome, not as someone getting stuck.
A monthly cost you can put in a budget
You pay for the team, not for hours logged. The number is the same in a quiet month and a heavy one, the roadmap can change every sprint without a contract amendment, and you can resize the team with notice when priorities shift.
The stack we build on
Chosen to fit the problem — not because it's what we used last time.
Product engineering
- React
- Next.js
- TypeScript
- Node.js
- Python
- Java
- React Native
Data and services
- PostgreSQL
- MongoDB
- Redis
- GraphQL
- Elasticsearch
- Apache Kafka
Cloud and delivery
- AWS
- Azure
- Docker
- Kubernetes
- Terraform
- GitHub Actions
- Datadog
Quality and collaboration
- Playwright
- Cypress
- Jest
- Jira
- Figma
- Slack
How we'll work together
Every stage ends with something in your hands — not a status update.
- 01
Scope the workstream, not just the headcount
We spend the first conversations on what the team is being asked to own — a product, a platform, a business line — and what success looks like twelve months out. That determines the shape of the team far better than a list of job titles does.
You get: A team charter: ownership boundaries, roles, working agreements and the monthly cost.
- 02
Assemble and name the team
You meet the tech lead and every engineer before they are assigned. Nobody appears on your invoice as an anonymous resource, and you keep a veto on who joins and who is added later.
You get: A named roster with profiles and roles, and an introduction call with the whole team.
- 03
Absorb the domain, then ship something real
The first cycle is deliberately about learning your business rules and your existing code, ending in a small production release. We write the domain knowledge down as we go, so it survives holidays, illness and any future change of face.
You get: A documented domain and architecture overview, plus a first increment live in production.
- 04
Run in a steady rhythm
Sprints with demos you attend, a roadmap reviewed each quarter with your stakeholders, and metrics on quality rather than activity. The team improves the product and the way it gets built at the same time.
You get: Sprint demos, quarterly roadmap and cost reviews, and living documentation you already own.
Where we've applied this
Healthcare
A long-lived team suits clinical and patient-facing platforms, where the rules are intricate enough that a team on its third year is genuinely more useful than a team on its third month.
Logistics
Ongoing ownership of routing, tracking and carrier integrations, where every new partner brings its own quirks and someone needs to remember all of them.
Retail and e-commerce
A standing team behind storefront, catalogue and fulfilment work, releasing through peak trading periods instead of freezing for them.
Finance
Continuous work on lending, payments or reporting platforms where auditability and regression testing matter more than shipping a feature a week early.
Real estate
Long-term ownership of listing platforms, tenant portals and valuation tooling that keeps changing as the market and the regulations do.
Education
Learning platforms with a hard academic calendar, where the same team plans around enrolment peaks because it has been through them before.
Clients we've built for
Real products, in production, with real users on them.
Questions buyers ask us
Ask who you want owning delivery. With staff augmentation, engineers join your team and your tech lead runs them — you keep the management load and the accountability. With a dedicated team, our tech lead runs the team and answers to you for what ships. If you have no internal lead with spare capacity, or the workstream needs QA and planning as well as code, the dedicated model fits better. If you just need two more pairs of hands on a backlog you already manage well, augmentation is less overhead and less cost.
A fixed-scope project is the right shape when the requirements are known and the end is defined — you buy an outcome for a price. A dedicated team is for work with no natural end, where priorities move. You buy capacity and ownership instead, which means you can change direction mid-sprint without renegotiating anything. Some clients start with a fixed-scope build and move to a dedicated team once the product is live and evolving.
The size and seniority mix of the team, and nothing else — no hourly variance, no separate recruitment or management fees. A small team of mid-level engineers with a part-time lead costs a fraction of a larger senior team with dedicated QA and DevOps. We will propose the smallest team we think can hold the workstream, and you can add to it later.
The model only makes sense over months, so we usually start with an initial period long enough to get past onboarding — around three months. After that it runs on rolling terms with an agreed notice period. Adding or reducing people is a conversation and a notice period, not a new contract.
By not letting it live only in people's heads. Architecture decisions, domain rules and runbooks are written down during normal work, in your repository, and the code is documented and tested throughout. If you wind the engagement down or move it in-house, you get a handover period with the same engineers who built it, not a document dump.
You are in the sprint demos and you can be in the daily stand-up if you want. The board, the repository and the CI pipeline are yours to look at whenever you like. We report on what shipped and what is at risk rather than on hours worked, because hours worked has never told anyone whether a product is going well.
Talk through the workstream you want owned
Tell us what the team would be responsible for and where the product needs to be in a year. We will come back within 24 hours with a proposed team shape, a monthly cost, and a straight answer if augmentation would serve you better.