We are the technical half of your founding team.
The engineering, and the discipline of getting a very small team a very long way on limited runway.
And nobody ever hears it from us.
We build it with you, not for you — and that starts in the first session.
- Problem statement
- Domain expertise
- Customer access
- Engineering
- AI leverage
- Lean-team economics
One product. One team, one backlog.
We have built products with founders before.
So we know what it actually costs you. Our team takes ownership of the product as its own and crosses each milestone with you — not delivering to a scope and stopping at the edge of it.
The working sessions are ours to run. You are not writing specifications for us, and you are not managing us.
The engineers who build it are in the room where it is decided, so what ships is what you meant rather than what was written down.
We bring the release cadence, the testing and the reporting with us instead of waiting for you to have invented them.
Milestones are crossed together. If something is not working we say it in the week it happens, not at the end of the phase.
What we do in AI
Built for your use case, not assembled from defaults.
Not a general-purpose framework with your system prompt dropped into it. Control flow, tools and guardrails written for the job you have.
We set the numbers with you first, then every deliverable and every test is aimed at moving them — not at a public leaderboard.
Your workload run against several models and chosen on evidence. The right one changes with the task, and with the month.
When prompting and retrieval stop paying, we fine-tune — and we will tell you when they have not stopped paying yet.
Intake, extraction, decisioning, evaluation and voice exist as components shipped elsewhere, so a build starts from working parts.
Open-source model work can run on our own hardware, so that cost is shared rather than landing on your runway.
How a team this small covers this much.
We build AI agents as our main business, so we run our own delivery on them. This is the concrete answer to how three people keep pace with ten.
Generated from the work itself and kept current, rather than written once and left to rot.
Changelogs and release notes produced from the actual changes, on a cadence that holds.
Launch copy, product marketing and updates wired into the release cycle instead of bolted on.
Feature and pricing movement in your category tracked continuously, not researched once at pitch time.
Architecture, roadmap and technical diligence material that already exists when it is asked for.
Working together
Four ways to structure it.
Founders are managing runway, so the commercial shape matters as much as the work. Most pre-PMF engagements settle into the last one.
A defined scope at a defined price. Best for a first build or a milestone where the budget is not moving.
A committed team at a monthly rate, scaling with the roadmap. The usual shape for a continuing build.
Reduced cash against a share of the company, where we believe in the thesis and want the same outcome you do.
Retainer and equity together — where most pre-PMF engagements settle once both sides know the work.
Equity participation is offered where we believe in the thesis, not as a discount mechanism. If we would not take the equity, we will say so and quote you cash instead.
Building it is half the job.
We plan the go-to-market end to end, run by GTM engineers from our own team who have done this inside fast-growing startups. It happens alongside the build, which is the only point at which the product and the launch can still change each other.
Who it is for, what it replaces and why now — written so your first customers and your investors hear the same story.
What you charge and how it is packaged, decided before launch rather than discovered across the first ten sales calls.
Which channels to try first and in what order, with the material to actually run them rather than a plan to write it.
The handful of numbers that tell you whether it is working early enough to change something — and which to ignore.
This is for you if
If you already have a strong engineering team, you probably want our staff augmentation instead — and we will say so.
- You have the customers and the domain. You do not have the engineering team.
- Runway matters more than headcount. Every hire is a bet.
- The idea is strong. The version you can actually ship is still fuzzy.
- You need to move faster than a team your size normally can.
Let's talk about the idea, not a specification.
The first session is a working one — we will argue with it, look for the version a small team can actually ship, and tell you if we think it is not worth building yet.
Building together — common questions
Not from us. We do not name you as a customer, we do not publish the work, and we do not reference it in pitches — including this website. Founders are competing on the impression that the product came from their own team, and that impression is worth protecting.
A category exclusivity clause. Where it matters, we contract not to take on a competing product in your space for the term of the engagement and an agreed period after it. It is a real constraint on us, which is the point — it only means anything if it costs us something.
Because we build AI agents as our main business and reuse that work. Intake, extraction, decisioning, evaluation harnesses and voice pipelines already exist as components we have shipped into production elsewhere, so a startup build starts from working parts rather than from a blank repository.
Four shapes: fixed-price delivery for a defined milestone, a monthly retainer for a committed team, equity participation where we take reduced cash for a share, or a hybrid of retainer and equity. Most pre-PMF engagements end up hybrid once both sides understand the work.
GTM engineers from our own team who have done it inside fast-growing startups rather than advised on it from outside — positioning and messaging, pricing and packaging, the first channels, and the small set of numbers that tell you early whether it is working. It runs alongside the build rather than after it, because that is the only window in which the product and the launch can still change each other. You can take the build without it.
Usually you build your own engineering team, and that is the intended ending rather than a failure of the relationship. We optimise for a lean team until you get there, then hand over a codebase and a set of workflows your engineers can pick up — no proprietary lock-in to our tooling or our people.
No. You own the product, the customers and the direction. We are the technical half of the founding team, not an agency taking delivery off you — which is why the working sessions are with the engineers who build it rather than with an account manager.