01
The roadmap outran the org chart
Funding landed, commitments were made, and hiring senior engineers is taking months per seat. The roadmap needs a team this quarter, not next year.
Services
Dedicated development teams
Hiring a senior team takes months you don't have; staff augmentation gives you hours without ownership. A dedicated QuantmHill team starts on a date agreed in the proposal, works inside your process and tools, and takes responsibility for outcomes — with a named tech lead accountable to you.
Who this is for
You’ll recognize the situation
02
Staff augmentation gave you bodies, not a team
The contractors bill hours and wait for tickets. Nobody owns an outcome, your leads spend their week writing specs for strangers, and velocity somehow went down.
03
A critical initiative has no home
The new product line or platform migration matters too much to staff with whoever's free — and pulling your best people onto it stalls everything they leave behind.
What’s included
Dedicated teams, itemized
Team design and composition
A team shaped to the mission — typically a tech lead plus three to five senior engineers — proposed with named people and CVs, not role descriptions.
A tech lead accountable to you
One named person owns delivery, reports in your leadership meetings, and answers for the team's output — you never manage individual contractors.
Your tools, your process
The team works in your repos, your tracker, your Slack, and your standups. Where process is missing, we bring ours and write it down.
Delivery management
Milestone plans, weekly demos, and written status your stakeholders can read in two minutes — visibility without another meeting.
Knowledge transfer by default
ADRs, runbooks, and documented decisions from day one, plus pairing with your engineers — so the knowledge stays when the team eventually rolls off.
Elastic team size
Scale up for a push or down after a launch at monthly boundaries — without renegotiating the engagement or restarting the ramp-up.
How it runs
Four phases, no surprises
01
Diagnose
A week on your codebase, roadmap, and team structure — so the proposal names people and a mission, not a headcount and a rate card.
02
Plan
You interview the proposed team before anyone starts. Working agreements, overlap hours, and the first milestone are written down together.
03
Build
The team works inside your process from the first sprint — demos every week, the first-commit date in the plan, and one tech lead answerable for it all.
04
Scale
Quarterly reviews of team shape against the roadmap; grow, shrink, or wind down at monthly boundaries with knowledge already documented.
Named
a working tech lead plus engineers proposed by name
Interviewed
you meet every named person before kickoff
Weekly
a written delivery report, five minutes to read
How every engagement is run — operating commitments, not past-client results.
In depth
How a dedicated software team ramps, week by week
The team you get is deliberately small: a tech lead plus three to five engineers, with seniority agreed in the proposal and a QA engineer or designer added only when the mission calls for one. That shape is not arbitrary. It is small enough to run on one standup and one shared context, and you interview every engineer before they start, so nobody is learning fundamentals on your budget. The tech lead writes code most days — a working lead, not a delivery manager narrating a Gantt chart.
Onboarding starts with the access, documentation and review arrangements agreed for the engagement. You interview proposed engineers before they start. A small initial change can verify that development, review and deployment work as expected before a larger feature depends on them.
In weeks two through four the team takes full stories, and your engineers review every pull request — not as a gate, but to calibrate the pod to your standards while the cost of correction is still low. Demos run weekly from the first sprint. The scope and progress of onboarding determine when the team can own a larger workstream. When external teams stall, it is rarely talent — it is skipped ramp mechanics, which is why the plan we sign includes the first-commit date.
Who answers when a sprint slips
The division of labor is written down before kickoff. You own the what and the why — priorities, acceptance, product decisions. The team owns the how, inside guardrails you set: a shared definition of done, joint architecture reviews for anything that crosses the pod's boundary, and an ADR for every decision worth remembering, kept in your repository where your engineers can challenge it.
Visibility runs on a written weekly delivery report — shipped, in progress, blocked, decisions made, risks ahead. It takes five minutes to read and is hard to fake for more than a week or two, which is the point: drift surfaces in week two instead of month four, while a correction still costs a conversation rather than a quarter.
And when a sprint slips, the tech lead answers for it in your leadership meeting — with a cause and a correction, not a search for which contractor to blame. That is the practical difference from staff augmentation, where the vendor's responsibility ends at supplying good people. The tradeoff is real and worth naming: delegating the how means knowledge accumulates inside the pod, so documentation and pairing with your engineers are contracted deliverables, not favors. The context has to outlive the engagement.
The cost math: hire a dedicated development team or build in-house
Building in-house, the ledger reads: recruiter fees charged as a share of first-year salary on every senior hire, months per seat to fill, and a fully loaded cost well above base salary once benefits, equipment, and management time are counted. A team of five can take most of a year to exist as a team, with mis-hire risk on every seat. If the capability is permanent and core to your product, that is still the right investment — the problem is the two quarters of roadmap that will not wait for it.
Staff augmentation is priced per engineer per hour, which looks cheaper until you count the management tax: every augmented engineer takes a slice of a tech lead you already pay, and four of them can quietly absorb most of one senior person. A dedicated pod is usually quoted as a monthly price with the tech lead included — the management load moves onto the vendor instead of your org chart.
The honest version: a dedicated development team is not always the cheaper answer. If you have a lead with genuine spare bandwidth and well-specified work, augmentation wins on cost and simplicity. If the work spans quarters and management attention is your binding constraint, the dedicated model wins even at a higher sticker price — and because the team scales at monthly boundaries, shrinking after a launch costs a conversation, not severance and backfill. We walk through the full stage-by-stage comparison, failure modes included, in our dedicated team vs staff augmentation guide at /blog/dedicated-development-team-vs-staff-augmentation.
Tools we reach for
A boring, hireable stack
Chosen so your team can maintain, extend, and hire for everything we leave behind.
- TypeScript
- React
- Node.js
- Python
- PostgreSQL
- AWS
- Kubernetes
- Terraform
FAQ
The questions buyers actually ask
Answered the way we’d answer them on a call — specifics included.
The proposal lists team roles, allocated capacity and fees in INR, together with included responsibilities and any additional costs. Staffing changes, working hours and notice periods are agreed before the engagement begins.
The agreement defines ownership, third-party licences and payment terms. We recommend your repositories and product accounts, with decisions and documentation kept accessible to your team throughout the work.
The team works from India. Availability, meetings, review sessions and any support outside the normal working day are agreed in the statement of work; additional coverage is not assumed.
We review the code, documentation, access and delivery process with your technical owner. Proposed engineers can be interviewed before they start. The onboarding plan sets a realistic first task and the review required before broader responsibility.
We agree named access, permissions, development-data handling and offboarding with your team. Any device, training, confidentiality or vendor-review requirements must be confirmed before staffing and access are approved.
Raise the issue with the responsible lead. Replacement, handover and wind-down terms are agreed in the statement of work. Keep the work and project context documented so any change can be planned responsibly.
Handover starts on day one, not in the final sprint. ADRs, runbooks, and documented decisions accumulate in your repositories throughout the engagement, so the last month is spent pairing your engineers into ownership rather than backfilling documentation. We name a knowledge owner for each system the team built, run handover sessions against the runbooks, and agree a post-roll-off support window in the statement of work. Ask any vendor to describe their exit this concretely — a vague answer is itself the answer.
Yes, and the terms are written into the contract rather than negotiated after the fact: when a team member can convert to a direct hire, and on what terms, is agreed in the statement of work before the team starts. We would rather put that clause in writing than let lock-in do our retention work — when an engineer and a client are an obvious fit, blocking the move serves nobody.
Yes. The proposal names real people with CVs, you interview each of them before kickoff, and nobody is swapped without your agreement. Staffing, availability and any replacement process are agreed for the engagement. If someone leaves QuantmHill or is out long-term, the replacement goes through the same interview with you, and the handover overlap is planned in the statement of work.
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