Senior judgment, in writing, before the big decision

Consulting focuses on strategy, decisions, and roadmaps, helping you understand what to build, which technologies to adopt, and how to structure your engineering organization. Development is the hands-on work of writing code, deploying infrastructure, and shipping software. We do both, but they serve different purposes. In a consulting engagement, our deliverables are architecture diagrams, technology assessments, vendor evaluations, hiring plans, and prioritized roadmaps. We guide your team and shape decisions rather than writing production code ourselves. For example, a consulting engagement might involve auditing your current monolith, recommending a migration path to microservices, and defining the team structure needed to execute it. A development engagement would then involve our engineers actually building those microservices. Many clients start with consulting to define the right approach, then transition into a development engagement for execution. This separation ensures you invest in the right solution before committing engineering resources.

Strategic advisory runs on a monthly basis for regular sessions with your leadership team, covering technology roadmap reviews, architecture guidance, and vendor evaluation. Architecture reviews and tech due diligence are project-based engagements scoped to the size and complexity of the systems being evaluated. An ongoing technical advisory retainer is a monthly engagement scaled to the level of involvement, from a couple of days per month of strategic guidance up to near-full-time embedded leadership. Every engagement starts with a free scoping call where we understand your challenges and recommend the right model. We provide transparent pricing with no hidden fees, and all consulting deliverables are clearly defined upfront. For larger organizations, we offer workshop packages covering specific challenges like cloud migration planning, build-vs-buy analysis, or team capability assessments, scoped by duration and depth.

Yes, and this is one of the most common reasons teams come to us because the wrong decision here can cost years and hundreds of thousands of euros. We start by analyzing your specific requirements in detail, separating genuine differentiators from commodity features that existing products already handle well. Then we evaluate relevant vendor options against those requirements, factoring in licensing costs, integration complexity, customization limitations, and vendor lock-in risks. We calculate total cost of ownership over a three-to-five-year horizon, including not just licensing but also implementation, maintenance, staffing, and opportunity cost. Our recommendation is never dogmatic. Sometimes buying a proven platform and customizing it is the right move. Other times, building gives you the competitive advantage worth investing in. Often the answer is a hybrid approach: buy for commodity functions like authentication, payments, and CMS, then build custom logic for your core business differentiator. We present our analysis with clear financial projections so your leadership can make an informed decision.

Absolutely. Much of this advisory is built for non-technical leaders. We specifically design our consulting to bridge the gap between technology and business, translating complex technical decisions into terms that CEOs, COOs, CFOs, and board members can evaluate and act on. Our deliverables avoid unnecessary jargon and focus on business outcomes: cost implications, risk assessments, timeline impacts, and competitive advantages. For example, instead of debating Kubernetes versus ECS, we frame the conversation around operational cost, hiring requirements, and deployment speed for your specific situation. We participate in board meetings, investor presentations, and leadership offsites, providing the technical perspective that helps non-technical decision-makers ask the right questions and evaluate proposals from vendors or internal teams. Our goal is to give you confidence in technology investments without requiring you to become technical yourself. We act as your trusted translator between business strategy and engineering execution.

A typical advisory retainer involves two to four days per month of dedicated time from a senior technology leader. We attend your leadership meetings to provide technical perspective on business decisions, guide your development team on architecture and best practices, and make infrastructure and tooling decisions that align with your growth trajectory. We evaluate vendors and technology partners, negotiate technical aspects of contracts, and create technology roadmaps that tie directly to your business goals. We also review your engineering processes, recommending improvements to CI/CD pipelines, code review practices, testing strategies, and team workflows. Monthly deliverables typically include a technology status report, updated roadmap, and prioritized action items. Unlike a full-time hire, you get senior, cross-industry experience at a fraction of the cost. Engagements usually run six to twelve months, though many teams continue on an ongoing advisory basis after the initial intensive period.

Yes, we help with the full hiring lifecycle for technical roles, drawing on our experience building and evaluating engineering teams across dozens of organizations. We start by defining role requirements that accurately reflect what your team actually needs, avoiding the common trap of overspecified job descriptions that filter out strong candidates. We create structured technical interview processes with scoring rubrics that reduce bias and produce consistent, comparable evaluations across candidates. Our team can participate directly in technical interviews, evaluating coding skills, system design thinking, and architectural judgment. Beyond hiring, we assess your current team's capabilities through skills mapping exercises, identifying gaps and recommending targeted training, mentoring programs, or team restructuring. We also help with onboarding plans that get new engineers productive faster, reducing the typical three-to-six-month ramp-up period. For teams on an ongoing advisory retainer, hiring support is often included since building the right team is fundamental to technology success.