Staff augmentation places specialists into your team on a contract basis. They work under your direction, to your process and priorities, rather than delivering a separate scoped project. It suits capability gaps, temporary capacity needs and roles that are hard to hire permanently.
Plan the exit at the start
The risk with augmentation is dependency. A contractor becomes the only person who understands a subsystem, and their departure creates a crisis — or an indefinite renewal at rates that no longer make sense.
So we build knowledge transfer into the engagement from the beginning: documentation as a deliverable, pairing with permanent staff, and no single-person ownership of critical components. Augmentation should leave your team more capable, not more dependent.
Process
How we deliver it
Process flow for Staff augmentation
01
Define the gap
Skills, seniority, duration and how success is judged.
02
Match
From our specialist network, with a technical interview by you.
03
Onboard
Integrated into your tools, standups and process.
04
Work under your direction
Your priorities and your delivery process.
05
Transfer knowledge
Documentation and pairing throughout, not at the end.
Deliverables
What you receive
Matched specialists interviewed and approved by you
Integration into your existing process and tooling
Regular delivery within your sprint cadence
Documentation of everything they own
A handover plan executed before the engagement closes
Engagement shape
Monthly, with a typical minimum of three months. Rates depend on skill and seniority, quoted before matching.
Stack decisions follow the problem. This is where we usually start, not a fixed menu.
Frequently asked
Questions we get about this
How is this different from outsourcing a project?
Direction. In augmentation you set priorities and manage the work day to day; in a project engagement we own delivery against a scope. Augmentation suits evolving work; project engagement suits defined outcomes.
What if the person is not a good fit?
Replace them, and we would rather you say so in week two than tolerate it. You interview candidates before they start, which catches most mismatches, and there is a defined replacement process for the rest.
Talk it through before you commit
A discovery call is a working session on your constraint, not a sales pitch.
