Who You Actually Work With

The layer we deliberately removed

The standard agency structure puts an account manager between the client and the engineers. It exists to protect developer focus, and it does — at the cost of turning every clarification into a relay race. A question that would take ninety seconds to answer directly takes three days and arrives slightly wrong.

We removed that layer. You talk to the lead engineer on your project, in a shared channel, and they answer. It costs some focus and buys a great deal of accuracy, and on projects of the size we take, that trade is clearly worth it.

The two people who do not change

Your lead engineer owns the technical decisions, runs the demos and answers day-to-day questions. They wrote or reviewed most of the code in your system and can explain any part of it without looking it up.

Your commercial contact handles scope, price, timeline and anything contractual. In practice this is often the founder, which means scope decisions do not need to be escalated to someone you have never met.

Both are named in the proposal. If either has to change — illness, someone leaving — we tell you before it happens and there is a documented handover, not a quiet substitution.

Who else appears, and when

Why we keep teams small

Adding people to a software project makes it faster only up to a point, and that point arrives earlier than most people expect. Every additional engineer adds coordination cost, and on a mid-sized build the fourth person often produces less net progress than the third.

We size teams to the smallest group that can hold the whole system in their heads. In practice that means two to four engineers for most projects. If you need more throughput than that, the honest answer is usually to split the work into independent systems rather than to crowd one.

Nine women cannot deliver a baby in a month, and six engineers cannot deliver a schema in a week. Some things are sequential and pretending otherwise costs money.

How communication actually runs

• A shared Slack or Teams channel, answered within a few working hours
• A written update twice a week — moved, blocked, needed from you
• A live demo at the end of every sprint, recorded if you cannot attend
• A monthly summary if the engagement runs longer than a quarter

We do not do daily stand-ups with clients. They consume an hour of your week to tell you things a written update conveys in ninety seconds of reading.

Where our people are

We run a UK head office in London and an engineering office in Lahore, Pakistan. That is stated plainly because it affects you: it is how the pricing works, and it means part of the team is several hours ahead of UK clients.

In practice the overlap is generous — the working days meet for most of the UK morning and afternoon — and a question asked at 5pm UK time is frequently answered before you open your laptop. For US clients the overlap is narrower and we adjust the team's hours rather than pretending it is not a factor.

Frequently asked questions