01
Delivery rhythm
Sprints or flow that match how you already work.
SPRINT 142 week cadence
Dedicated teams
Build a dedicated nearshore team around your roadmap.
A focused software team in Portugal, structured around your goals, stack and delivery process, working as a long-term extension of your engineering organisation.
Senior, stable teamShared ritualsLong-term contextScales with the roadmap
Not sure this is the right model?Choose a dedicated team if you need sustained capacity around a roadmap, with a stable squad that builds context over time.Compare all three models
Dedicated teams
A stable squad built around your roadmap.
A team with its own composition (a lead, engineers, QA, sometimes product or UX) that works as a long-term extension of your organisation. Where augmentation adds individual hands under your lead, a dedicated team is set up to own a stream of work over time, building product context that compounds month over month. Where a fixed-scope project ends, a dedicated team adapts as your priorities move.
The model
What you get with a dedicated team.
A stable core team that stays together.
The same senior engineers, cycle after cycle, so momentum and context never reset.
Continuity
Same core team
A named lead, accountable.
One point of contact who runs delivery day to day.
Ownership
Named lead
Shared rituals and quality.
Your definition of done and review standards, applied every sprint.
Quality
Your standards
Delivery visibility.
You see what is in progress in your own tools, not just what shipped.
Visibility
Your tools
Capacity that scales.
Roles flex up or down as the roadmap moves.
Scale
Flex up or down
Product context that compounds.
Knowledge builds up in the team instead of starting over each engagement.
Context
Compounds over time
Ownership
What you own, what we run.
You own
Xpertsoft runs
Product goals
Team structure
Roadmap priorities
Day-to-day team coordination
Final technical direction
Delivery rhythm and reporting
Business context
Capacity planning
Team shapes
Shapes that fit common situations.
These are illustrative starting points. We design the real shape around your roadmap.
Product squad
7 to 8pplTech lead
×1Engineers
×4 to 5QA
×1Product or UX
×1Platform squad
6pplTech lead
×1Backend
×3DevOps
×1QA
×1Modernisation squad
5pplTech lead
×1Full-stack
×3QA
×1
Around your roadmap
Build your team None of these is a fixed template.
We shape the squad to your roadmap and stack, then adjust the mix as the work evolves. You get a stable team, not a headcount order.
Is a dedicated team right for you?
It fits when you want to set direction, not run day-to-day.
You set the roadmap and priorities. We provide a stable squad, a named lead and the rituals to run it day to day. Here's how to tell whether that's the model you need.
A good fit
A dedicated team, if…
You have a roadmap that needs sustained capacity
Not a short-term boost, but months of continuous delivery.
Product context is worth building and keeping
A team that compounds knowledge instead of starting over each time.
You want a team to own outcomes, with your direction
A named lead runs day-to-day; you own priorities and goals.
You need capacity that flexes with the roadmap
Scale the squad up or down as priorities shift.
Not the right fit
Look at another model, if…
You only need to plug a short-term gap
Better as Staff augmentation You just need one or two extra senior hands
Better as Staff augmentation You want a fixed scope, price and deadline
Better as End-to-end delivery You have no bandwidth to set direction at all
Better as End-to-end delivery Where control sits
You set direction; a named lead runs the team day to day.
You keep control · 55%We run · 45%
Operating model
How the team stays aligned.
Six things we run deliberately, so a distributed team stays as visible as one down the hall.
02
Named tech lead
One point of contact who runs the team day-to-day.
Your delivery lead
Online · direct line
03
Shared backlog visibility
You see what is in progress, not just what shipped.
To do
In progress
Shipped
04
Quality gates
Your definition of done and review standards, applied consistently.
✓Lint
✓Tests
✓Review
05
Reporting cadence
A regular update on progress, risks and capacity.
W1 W2 W3This week · Mon
06
Capacity planning
Roles adjusted ahead of roadmap changes, not after.
FE
BE
QA
+1 backend planned for Q3
Scalability
Capacity moves with the roadmap.
- Start with a core team and grow as the roadmap expands.
- Add or adjust roles without hiring from scratch each time.
- A stable core keeps context even as capacity flexes up or down.
Team setup
From first call to a team that delivers.
A clear path from the first conversation to a squad shipping in your process.
FAQ
Questions teams ask.
How is this different from staff augmentation?
Augmentation extends your team with individual engineers under your lead. A dedicated team is a structured squad with its own lead, built to own a stream of work over the long-term. See the model comparison on the staff augmentation page.
Who leads the team?
A tech lead on our side runs the team day-to-day, aligned to your direction. You set the priorities and the goals.
Can the team work with our product manager?
Yes. Your product owner can lead priorities, while the team lead keeps delivery aligned.
How long is the commitment?
The model is designed for the long-term, with terms that stay flexible as your needs change.
Can we start smaller and grow later?
Yes. A dedicated team can start as a core squad and expand as the roadmap justifies it.
How do we keep visibility?
A regular reporting cadence, your tools, and a named lead you can always reach.
How do you handle IP, security and GDPR?
Your access controls and security policy, within an EU and GDPR-aligned environment, the same as augmentation.
Which stacks do you cover?
Frontend, backend, mobile, QA, DevOps and cloud, data and AI. See the capabilities section for the full range.
Get started
Design the team your roadmap needs.
Tell us the goals and the stack. We propose a team shape, the roles and a start plan.
What happens next
- 1We read your context and come back to find a time that works.
- 2On the call, we map the goals, the team and a delivery plan.
- 3If it fits, we move to a proposal. If it does not, we will say so.