For founders who run a business on software but don't have a technical leader of their own. The engineers who build your system are the ones who run it, and one of them — full-time on your work — answers to you for all of it.
Not on headcount — several of our longest team engagements began as one engineer.
Founders without a technical leader usually look at two options: hire a fractional CTO, or hire developers and manage them yourself. A dedicated team is the third. Your Account Owner is a senior engineer, full-time on your work, who leads the engineers building the system, makes the day-to-day technical calls within the scope you've agreed, brings anything that changes architecture, cost or scope to you to decide, and answers for the system in production. Not a part-time advisor, and not a tech lead you have to manage — the person doing both, with a team behind them.
The default split. Anything on the right moves left, by name and in writing, when you want it to.
Not to a salesperson or a project manager. Your Account Owner is a full-time engineer on your team, and ten percent of the engineering fee is theirs — separate from, and not diluted by, any production responsibility fee.
It reaches them only once your invoice is settled — so they are paid when you are served, not when you are sold to.
Same procedure as for anyone on the team. Nothing makes them harder to replace.
You get told in business terms, not code — bad news first. Every invoice ties to named people and days you can see.
Your Account Owner brings you the options and what each costs, and recommends one. You decide. Managing the engineers is their job, not yours.
During business hours, a critical outage is acknowledged within 30 minutes and one person keeps you posted until it's fixed. Overnight is not covered by default: if your business needs it, we staff a standby rota for you and price it separately — agreed before we start, not discovered at 2am.
This is why our model exists. Engineers hold their client relationships and are paid from them; nobody is reassigned by a resourcing manager. Several engagements are in their second decade.
Anything that costs you money needs your written approval first — it's in the contract. The price of the team is published.
We do, with you, before anything is connected — and put it in writing. How we handle your data →
Only people named in the contract. Individual accounts, multi-factor, least privilege. You keep the logs. Access ends before a handover does.
Routine — releases you've accepted, in agreed windows, with a rollback path. Restricted — anything touching data, infrastructure, security or your bill: your approval first. Emergency — to restore service, then reported.
Business-hours targets. A written report follows every critical or major incident.
Keeping the same team on a mission-critical system for eighteen years — and counting — is not a cost-saving strategy. It is the entire strategy.
We don't sell teams. Most begin with a free code health check or one engineer, and grow when the work does. Production moves to us when both sides think it should.
Pay for judgment, not the cheapest hour. Give the engineers a direct line and room to decide. Treat them as your team, not as interchangeable resource. Everything else — contract form, service levels, where your data lives — we set with you.
Where this doesn't fit. If you have a technical lead who wants to keep the keys, you don't need a dedicated team — you need a dedicated developer, and we'll say so.
One business day. A plain answer on scope, people and price.