A product area needs several skills together
A usable release needs analysis, design, frontend, backend, testing and a working pipeline at the same time. Adding one engineer would leave the coordination with you.
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Team augmentation · Dedicated squad
Give a product area a cross-functional squad that owns it
For product owners whose backlog needs a whole team, not one more pair of hands. We put together the people one area of your product needs: developers, an architect, a tester, product and business analysts, DevOps and a designer from Widelab, our product design brand. One lead runs it. You set the priorities and meet everyone first. The squad uses AI at every step, and its code, decisions and records stay in your tools.
- 130+People, remote across Poland
- QA + productMost of our 2026 hires
- 5.0Clutch rating, 11 reviews
This is for you if you have a product area ready for ownership
Your internal team needs a clear boundary
The squad can take an agreed backlog area while your leads keep control of shared architecture and interfaces.
You need a lead who can explain progress
Your product owner needs to know what is ready, what is blocked and which decision is needed next.
Your product keeps growing, not getting better
Every release adds features and nobody checks who uses them. You want a team that asks what a feature is for before anyone builds it.
What you get. A cross-functional squad that owns the result
Every role a release needs
Developers, an architect, a tester, product and business analysts, DevOps and a Widelab designer. You meet them before the start, and the mix follows the work, not a fixed template.
One lead for the agreed product area
Your product owner sets priorities with the squad lead, who coordinates delivery and makes dependencies and decisions visible.
Code and AI artifacts in your tools
Code, specs, test plans, architecture decision records and review notes go into your repositories and tracker. AI drafts them, people check them. Task-level time records show where the work went.
Decisions someone owns
The architect writes down every significant decision with the trade-off and the option that lost, so you know who decided what and why. We hire for judgement: our people sit the CCAT, and 80% of the crew score above the 90th percentile.
No features nobody uses
A product can grow like a city that ends up in permanent traffic: every feature adds code, cost and things to maintain. Before a feature enters the backlog, our analysts ask who will use it and how we will know. If it adds complexity without value, we say so.
An AI-native software factory
AI tools work at every step: analysis, design, code, tests, review and release. Agents draft and check, people approve the plan and merge. It is the model we tested in our AI software factory: 50 tickets in a week, two human decisions on each.
The ownership line
What the squad runs. What you keep
The squad runs
Delivery of the product area, from analysis to release
Engineering, tests and integrations
Specs, test plans and decision records in your repositories
Coordination of dependencies and decisions
You keep
Priorities, set by your product owner
The repositories and the tracker, with everything in them
The final decision on what gets built
Your data and your accounts
Tech stack. Every layer of the product, one squad
The squad covers backend, frontend, mobile, cloud, data, AI and QA, and works in your repositories and review process. We agree any tooling changes during onboarding and keep the implementation knowledge with the product.
Tech stack
- Java
- Spring Boot
- .NET
- C#
- Node.js
- NestJS
- TypeScript
- Python
- FastAPI
- Go
- Laravel
- React
- Next.js
- Angular
- Tailwind CSS
- React Native
- Expo
- Swift
- Kotlin
- AWS
- Azure
- GCP
- Kubernetes
- Docker
- Terraform
- GitHub Actions
- OpenTelemetry
- Grafana
- Sentry
- PostgreSQL
- MySQL
- Redis
- Kafka
- Elasticsearch
- Airflow
- pgvector
- Claude Code
- Codex
- Cursor
- Anthropic API
- OpenAI API
- Azure OpenAI
- AWS Bedrock
- LangChain
- Playwright
- Jest
- Vitest
- Appium
- k6
- Qase
- SonarQube
- Figma
- Jira
- Linear
- GitHub
- GitLab
- Pirxey Time
How we work
Agree ownership before assembling the team
Your product owner sets direction with the squad lead. Status comes daily at the start and weekly once agreed, with scope and decisions in your tracker. Every step leaves something you can read: a spec, a test plan, a decision record, review notes. The team starts with a bounded increment, then reviews its composition against the work ahead.
They don't just execute requirements. They become an extension of our team.
How it works. From product boundary to a working squad
Define the squad's responsibility
Bring the backlog and your internal team structure. Our business analyst and architect go through it with you: which features are worth building, who sets priorities, makes technical decisions, checks acceptance and approves releases. Agree the squad boundary and the first assignment before confirming the roles.
Meet the team and agree the terms
Interview the proposed lead, engineers, analysts and anyone else the area needs. We confirm availability, budget and the start date before onboarding.
Deliver the first agreed increment
Set up access, review rules and reporting in your tools. The squad completes a bounded piece of work, with its spec, test plan and decision records in your repository, so both teams can check the interfaces and the way of working.
Review delivery each month
Look at what shipped, whether people use it, time spent per task and the next priorities. Agree whether the composition should change and keep the decision record with the product.
Proof, not promises
AI · FinTech
Taking over a crypto platform no one else could ship
PropTech · Platform
Rescuing a construction management platform after a failed first build
EdTech · AI
AI-powered medical tutoring for Elite Medical Prep
Questions about running a dedicated squad
- No. Our engineers work in your repository, your backlog and your code review process, with the tools your team already uses.
- With a 30-minute call about the role and the work. We propose people who fit, you meet them before they join, and the terms are agreed before work starts.
- We confirm the date after agreeing the roles and introducing the proposed team. Availability, access to your tools and the first backlog area all affect the schedule. You meet the people before work begins. The team is remote and based in Poland; overlap hours with your people are agreed at kickoff.
- The budget follows the roles and availability the product area needs. We agree it before the engagement starts and track time per task. Monthly reviews look at what shipped and whether the team should change for the next stage.
- Your product owner sets direction with the squad lead. We agree which technical decisions the squad can make and which remain with your internal leads, including shared architecture and interfaces.
- Whatever the work needs: backend, frontend and mobile developers, an architect, testers, product and business analysts, DevOps and a product designer from Widelab, our design brand. One lead coordinates the agreed product area. On our 44-day build the team was four experienced developers, a trainee, a tester, a product owner, one person on environments and one running the schedule.
- You get a written status daily at first, then weekly once trust is there. Work and decisions live in your tracker, code in your repositories and time in task-level records. On a US campaign-finance platform the team split the work into small pieces, each owned by one person even within a full-stack team, which kept releases shipping smoothly. The lead is the person your product owner talks to.
- Tell the lead what is not working. We agree the next step, such as a replacement, and a handover plan under the engagement terms. Reviews also consider whether the next stage needs a different team composition.
- A squad has its own lead coordinating delivery across the agreed area. Individual engineers join the structure and technical leadership your team already provides.
- The code, documentation and decision history stay in your product environment throughout the work. The closing handover covers unfinished tasks, the release state and remaining operating responsibilities.
- At every step. Analysts draft specs and acceptance criteria with AI, engineers work with Claude Code, Codex or Cursor, testers generate test plans and cases, and every pull request gets AI review notes before a person reviews it. Those artifacts stay as files in your repository. People still make the calls: someone approves the plan and someone merges, the same two gates as in our AI software factory.
- We treat every feature as something you will pay to maintain. Before it goes into the backlog, the analyst asks who needs it, how we will see that it gets used and what it costs to keep. If the answer is weak, we say so and suggest a smaller change, or none. Fewer features that people use make a product easier to change, test and run.
How we think about this, in our own words
Interactive briefs and articles by our team, picked for this service
AI software factory: where the humans go
Assemble a delivery line from agents, human gates and a harness, and see where people have to stand. Based on a real week: 50 tickets, two human decisions per ticket.
Read the briefHow much does an intelligent decision weigh?
AI multiplied the decisions one person makes in a day. Why we hire for judgement, and what a good decider is worth in hours of rework.
Read the briefAI Software Factory: a working product in six weeks
How nine people built one product in 44 days, with 756 accepted changes and 2,168 hours.
Read the briefPartner or Vendor? The Real Difference in the World of Software
What a partner adds beyond delivering scope, and why it matters when a team owns a product area.
Read the articleDefine the product area your squad should own
Bring the backlog area, your current team and the next release you want to make. We will propose the roles the squad needs, from analysis and architecture to testing, DevOps and design.
Direct contact
Mike KacprowiczBook a callChief Growth Officer