How is a dedicated team billed?

Monthly, based on team size and roles. You receive a written monthly cost before the team starts.

Can we change team size?

Yes, usually with a month's notice, so the team can grow or shrink with your roadmap.

Who manages the team?

Our delivery lead manages day-to-day work and reports to your product owner, who sets priorities.

Can team members join our company later?

We discuss conversion terms openly at the start if you may want to hire team members directly in future.

Dedicated Development Team | Your Remote Product Team

What a dedicated team is

A dedicated development team is a group of engineers and specialists assigned full-time to your product for as long as you need them. Unlike a fixed-price project, scope can change every sprint. Unlike hiring individuals, you get a team that already works well together, with a delivery lead who handles day-to-day coordination and reports to you.

When it is the right model

You are building a new product or a major new workstream
Your roadmap will keep changing as you learn from users
You do not have the time or local market to hire a full team quickly
You want predictable monthly costs and the option to scale

Typical team shapes

Team	Roles	Good for
Starter	Delivery lead (part-time), 2 full-stack engineers, part-time QA	MVPs and focused products
Product team	Delivery lead, 3–5 engineers, QA, UI/UX designer	Growing products with several features in flight
Platform team	Tech lead, 6–10 engineers, QA, DevOps, designer	Complex platforms and multiple workstreams

How we run your team

Your tools — your Jira or Linear, GitHub, Slack or Teams.
Your priorities — you or your product owner set the backlog; we plan sprints with you.
Transparency — sprint demos, weekly reports and access to everything.
Continuity — stable team members, documented code and handover plans.

Dedicated team vs hiring in-house

	Hiring in-house	Dedicated team
Time to start	Often 2–4 months per role	Typically 2–3 weeks
Upfront costs	Recruiting fees, equipment, onboarding	None beyond the monthly fee
Flexibility	Hard to scale down	Scale up or down monthly
Management	Your managers handle everything	Our delivery lead handles day-to-day coordination
Knowledge retention	Stays in-house	Protected through documentation and stable team members

Many companies combine both: a dedicated team to move fast now, while they build an in-house team over time. We plan knowledge transfer from day one so the transition is smooth whenever you decide to make it.

Keeping a remote team aligned

Distance is rarely the problem in remote teams; unclear priorities and poor communication are. We agree working-hour overlap, meeting rhythms and response-time expectations up front. Decisions and requirements are written down in your tools, not lost in calls. Sprint demos keep everyone looking at working software rather than status reports, and retrospectives give both sides a regular chance to improve how the team works together.

What a dedicated team owns — and what you own

A dedicated team works only on your product, but clear ownership still matters. Most problems in long-running team engagements come from grey areas: who decides priorities, who approves releases, who talks to end users. We agree these points in writing during the first week so nobody has to guess later.

Area	Your side	Our side
Product vision and priorities	Product owner sets goals and ranks the backlog	Team lead challenges unclear items and estimates effort
Architecture and code quality	Approves major technical direction	Proposes designs, reviews code, maintains standards
Day-to-day coordination	Attends sprint reviews and planning	Runs stand-ups, planning, retrospectives and reporting
Hiring and replacing team members	Interviews and approves new members	Sources, vets and handles handovers
Infrastructure and accounts	Owns cloud accounts, repositories and domains	Works inside your accounts with agreed access
Releases	Signs off on production releases	Prepares, tests and deploys releases

A typical split. We adjust it to how much involvement you want.

Scaling the team up and down

Needs change over the life of a product. A team that built an MVP with four people may need seven during a growth push and three during a steady maintenance period. We plan changes rather than reacting to them:

Scaling up — new members join with a written onboarding plan and a buddy, and their first tasks are small and well defined. As a rule of thumb, adding more than one or two people per sprint slows a team down before it speeds it up.
Scaling down — we agree a notice period in the contract, move knowledge from departing members into documentation and pair them with whoever takes over their areas.
Changing skills — for example, swapping a back-end developer for a QA automation engineer once the core platform is stable.
Short bursts — specialists such as a security reviewer or performance engineer can join for a few weeks without changing the core team.

Signs a dedicated team is working well

Sprint goals are met most of the time, and misses are explained before the review, not during it
You can see the backlog, the board and the code at any time without asking
Team members raise risks and suggest improvements instead of waiting for instructions
Releases are routine, not stressful events
Knowledge is written down, so one person leaving does not stall the product
You spend your time on priorities and feedback, not on chasing status updates

If several of these are missing, the cause is usually unclear ownership or too little product input, both of which can be fixed. Compare this model with others on our engagement models page.

A sample first 90 days

Weeks 1–2: setup

Access, tooling, architecture walkthrough, working agreement and the first small fixes in production.
Weeks 3–6: first goals

The team delivers its first meaningful features and settles into a predictable sprint rhythm.
Weeks 7–10: ownership

Team members take ownership of specific areas, improve tests and pipelines, and estimate with growing accuracy.
Weeks 11–13: review

A joint review of delivery, quality and communication, and a decision on the team size and shape for the next quarter.

For a step-by-step approach to building any team, read our guide on how to hire software developers.

Getting started

Discovery callDay 1

Goals, current state, skills needed and budget.
Team proposalWithin 2 days

Recommended team shape, profiles and a monthly cost.
InterviewsWeek 1

You meet the proposed members and approve the team.
KickoffWeek 2

Onboarding, access and the first sprint.

Need one or two engineers instead? See IT staff augmentation. Want us to own outcomes end to end? See software product development.

Need a different skill set? See every role on Hire Software Developers.

Dedicated Development Team