Product development
Senior engineers, interim technical leadership, and the advisory work that sits between them.
Capacity and leadership run out at different times. A team can be perfectly able to build and still have nobody deciding what it builds. A company can have a clear plan and nobody spare to carry it out.
Adding engineers means working to a plan somebody else owns, in their repository, on their schedule. Taking the technical lead’s seat means owning the plan, which includes the architecture, the vendors, and the decisions nobody else wants to make.
The engagement ends either way, and what it should leave behind is a team that needs us less than it did when we arrived.
- TypeScript
- React
- Next.js
- Node.js
- PostgreSQL
- Supabase
- Kubernetes
Where we come in.
The technical lead has left and the roadmap has not.
Hiring a CTO takes months and the decisions do not wait for one. We take the seat in the meantime, across engineering, product and whatever IT comes with them, and hand it back when the permanent hire arrives.
The team is building and needs more senior hands.
Engineers who join the team you have and work in your repository, from prototype through release. On advisory work the code stays with your own team, and so does the knowledge of how it got there.
Nobody owns the decision everything else is waiting on.
Buy and you inherit somebody else's roadmap. Build and you inherit the maintenance. We assess the system landscape, its teams and the processes around it, say what the architecture should become, and stand between the business, its IT and its outside suppliers while it gets there.
The engineers are good and the team is not.
Mentoring, and the structure that makes it unnecessary next time: who decides what, what gets written down, what a team can settle without escalating. For a CTO, CIO or founder who already holds the seat, the same work is sparring rather than staffing.
When to bring us in.
- When you are choosing between hiring, promoting and bringing someone in.
- When the roadmap has decisions on it that nobody currently owns.
- When a team has grown past the way it was organised.
Tell us what you are building.
Send a note or book a call, whichever suits you better. We answer in one or two business days. Our clients are across the DACH region and the EU, and we work with all of them remotely.