[ Engineering capacity for product companies ]
Product companies who need engineering capacity, a specific capability, or someone to take the parts of the roadmap their team keeps deferring. We work inside your process, not alongside it.
Product companies who need engineering capacity, a specific capability, or someone to take the parts of the roadmap their team keeps deferring. We work inside your process, not alongside it.
Tell us which part of the roadmap keeps slippingOur developers commit to your repo, work your tickets and take your code review. Nothing is built behind a wall and handed over as a zip.
Billing, admin tooling, migrations, integrations — the parts a product team keeps postponing because features come first.
Your linting, your test expectations, your definition of done. We adopt them rather than importing ours.
Because the point is that your team can maintain it after we leave. Handover notes are part of the ticket, not a final phase.
Developers working inside your team, your process and your repository, with a lead on our side so your manager is not managing extra people.
The parts product teams defer: billing, plans, metering, tenancy, admin tooling and onboarding — built properly so they stop being a problem.
Version upgrades, framework migrations, test coverage and performance work — the projects that never win against a feature request.
What you are building, what your team already owns, and where the gap actually is. Often it is not more developers but one specific capability.
Team extension, an owned workstream, or a fixed piece of work. Each has different overhead and different accountability.
Your board, your branching, your review rules and your release cadence. Running a parallel process and reconciling later is how these arrangements sour.
One well-defined slice first, shipped, so both sides see how the other works before anything larger is committed.
Documentation and knowledge transfer alongside the work rather than at the end, so nothing walks out with us.
Output, fit and what to do next, with the option to scale up, scale down or stop on thirty days.
Product companies rarely need generic developers. They need a specific gap filled — someone who has built billing before, or capacity to take a migration off the roadmap, or a pair of hands on the admin tooling that has been "next quarter" for a year.
The arrangement works when we operate inside your process rather than beside it: your repository, your tickets, your review standards, your release cadence. Where an agency runs a parallel process and delivers in batches, integration becomes its own project and the value disappears.
We adopt your board, branching and review rules. Anything else creates a second project inside your project.
Billing, migrations, admin tooling. The things that never beat a feature request are exactly where outside capacity pays.
Documentation written alongside the code. If knowledge walks out at the end, the engagement cost more than it delivered.
Product companies want capacity inside their process, not a vendor delivering to a specification. Accountability and code quality both improve.
Code assistants made average output faster and made review more important. Judgement about what to build is what is actually being bought.
More SaaS products now meter usage, which makes billing infrastructure a harder engineering problem than a per-seat subscription ever was.
An agency typically takes a specification and delivers a result. We work inside your team — your repository, your tickets, your review, your standup — which suits a product company with an existing engineering team and an existing codebase. Different arrangement, different accountability.
Let’s talk about your saas & technology project. No obligation, just a conversation.
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