Keep the decisions that matter.
Day-to-day direction, backlog, architecture decisions, and acceptance.
ENGAGEMENT MODEL / 01
IT staff augmentation
Bring specialist engineers into your existing team. You keep day-to-day technical direction, priorities, and delivery management.
CLEAR RESPONSIBILITIESA shared plan.
A shared plan.
Defined ownership.
You need the internal capacity to lead and integrate additional engineers.
Bring the right support.
Specialist matching, onboarding support, and agreed staffing coordination.
The proposal defines the division of responsibilities, access requirements, reporting, and acceptance process for your engagement.
FIND YOUR FIT
Four ways to work together.
The difference is how the work is organized, not the size of your business.
| What matters | IT staff augmentationYOU’RE HERE | Dedicated teams | Managed capacity | Offshore development center |
|---|---|---|---|---|
| Best fit | An established team with a specific skills or capacity gap. | An evolving product that needs continuity across releases. | Ongoing work where you want a partner to coordinate delivery. | A long-term program that justifies a dedicated delivery operation. |
| You lead | Day-to-day direction, backlog, architecture decisions, and acceptance. | Product vision, business priorities, stakeholder input, and acceptance. | Business priorities, decisions, dependencies, and acceptance criteria. | Strategy, investment decisions, product priorities, and governance oversight. |
| DEVTECHSYS coordinates | Specialist matching, onboarding support, and agreed staffing coordination. | Team coordination, technical execution, and delivery reporting within the agreed scope. | Capacity planning, day-to-day coordination, quality checks, and agreed performance reporting. | Proposed staffing, operational coordination, and infrastructure responsibilities as agreed. |
| Commercial basis | Rates based on roles, experience, and agreed allocation. | A team budget based on composition and agreed allocation. | An agreed capacity budget, with scope and change controls. | A scoped operating budget, including setup and ongoing costs. |
Illustrative commercial structures, not fixed offers. Pricing, IP terms, third-party licenses, security requirements, and any service levels are agreed for each engagement.
GETTING STARTED01 02 03 04
From conversation to collaboration.
Define the skills and working arrangement
Review the proposed specialists
Onboard into your tools and workflows
Review contribution and future capacity
A LITTLE MORE CLARITY
Your questions, answered.
Who directs the engineers?
Your engineering lead directs day-to-day work and priorities. We agree the communication, feedback, and staffing arrangements before the engagement starts.
Is this only for short projects?
No. A skills gap can be short term or ongoing. The deciding factor is whether you want to manage the work within your existing team.
How quickly can we start?
Timing depends on the roles, availability, selection process, and onboarding requirements. We confirm a realistic start date in the proposal.
What should we share in the first conversation?
Tell us about your goals, current team, technical environment, approximate scope, and any deadlines or constraints. We use that context to explore the right setup and next steps.
YOUR NEXT CHAPTERHave a challenge?
Start a conversation