A dedicated team that owns the delivery, not just the tickets
Some work does not fit staff augmentation. When there is no internal team to augment, or the scope is a product rather than a gap, you need a group that takes responsibility for shipping it and for keeping it running afterwards.
Scope a teamWhat a dedicated team actually means
A named group, stable over the engagement, with a lead who is accountable for delivery rather than for utilisation. The same people month after month, because the expensive asset in software delivery is the accumulated understanding of your domain, and rotating staff destroys it faster than any technical decision.
They own the architecture decisions inside the boundaries you set, run their own ceremonies, and report against outcomes you agreed at the start. You are not managing individuals. You are holding one group accountable for a result.
Why outsourcing usually disappoints
Two failure modes account for most of it. The first is the parallel process: a separate board, a separate repository and a separate definition of finished, which works right up to the integration and then does not. The second is the specification trap, where the supplier builds precisely what was written, the written thing turns out to be wrong, and the change request arrives with a price attached.
Both are contract shapes, not geography. A fixed-price contract against a frozen specification rewards a supplier for delivering the letter of it. If the requirement is genuinely going to change while you build, a fixed scope guarantees an argument later. We would rather have that conversation before the engagement than in month four.
Building and then running it
Most of the cost of a system arrives after launch. A team that hands over at go-live and disappears leaves you with code nobody on your side has ever operated, and the first production incident becomes an archaeology exercise.
We stay through the operating phase by default: monitoring, incident response, dependency updates and the unglamorous maintenance that decides whether the thing is still working in three years. If you would rather take it in house, we plan the handover as real work with a date, not as a final email with a repository link.
Same working day, EU contracting
The team works from Rabat and Casablanca at UTC+1, the same working day as Brussels, Paris and Amsterdam. You contract with JADEV GROUP SRL in Belgium, in euros, under Belgian law, so procurement reviews a familiar EU supplier document rather than a cross-border arrangement.
Where the security review requires it, engineers work inside your environment on your infrastructure, under your access controls and your logging. Our practices follow ISO/IEC 27001 principles with a roadmap toward certification, currently mapped against CyberFundamentals from the Belgian Centre for Cybersecurity. We are not certified yet and the Stage 2 audit is planned for 2027.
Shapes that work, not a price list. The right composition depends on whether you are building something new, replacing something old, or keeping something alive.
- Product build teamLead, 2 to 4 engineers, QA, part-time architectNew system from discovery through launch and into operation.
- Replacement teamLead, 2 to 3 engineers, data specialistReplacing a legacy system without stopping the business that runs on it.
- Run and evolve team2 to 3 engineers, shared DevOpsOwning a live system: incidents, dependencies, steady improvement.
- Integration teamBackend engineers, integration architectERP, CRM and machine data moving reliably between systems.
- Platform and cloud teamAzure, Terraform, GitHub ActionsEnvironments, pipelines, observability and cloud cost control.
Questions before committing a team
- Fixed price or time and materials?
- Fixed price works when the scope genuinely is fixed, which is rarer than proposals suggest. For product work we prefer a fixed capacity with a reviewed backlog, because it prices the thing that is actually stable, which is the team, rather than the thing that is not, which is the requirement.
- Who owns the code?
- You do, from the first commit, in your repository under your organisation. There is no escrow arrangement and no handover milestone that unlocks your own source.
- What if we want to bring it in house later?
- That is a normal and healthy outcome. Handover is planned as scheduled work with documentation, pairing and a date, not as a surprise. A supplier who makes leaving difficult is telling you something about their confidence.
- How small can a team be?
- Two engineers and a lead is the smallest shape that survives someone being ill. Below that you have individuals, and you should use staff augmentation instead, which is priced and managed differently.
- How do you report progress?
- Working software in an environment you can open, on a cadence agreed at the start. Status documents describing progress are a substitute for a demo, and usually a bad one.
Describe the system, get a team shape and a number
Tell the scoping assistant what needs building or keeping alive. It asks the questions a senior engineer would, then returns a line-by-line estimate with a team composition and an earliest start date. A human reviews every formal quotation.
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- Business Software ModernizationYour business software works, but every change is harder. We scope a staged modernization with your team, preserving what still delivers value.
- ERP and CRM Integration ServicesA quote in your CRM, an order in your ERP, a payment elsewhere: we scope the flows that should connect your tools and the exceptions your team needs to handle.
- AI and chatbot engineeringModels integrated into software that has to run, with a straight answer on what will not work.
- Architecture & delivery auditA starting point for complex change: risks, costed scenarios and a practical roadmap.
- Data engineeringWarehouse, pipelines and reconciliation, so the numbers can be trusted.
- CTO as a servicePart-time senior technical leadership, to arbitrate without a full-time hire.
- IT staff augmentationNamed engineers inside your existing team, on a European working day, contracted through Belgium.
- Nearshore vs offshoreA straight comparison for European teams who already offshore and are weighing a move closer.
- Cloud migrationInventory, batched cutovers and a tested rollback, so the move does not depend on luck.
- Infrastructure as codeEnvironments described in code, reviewed and rebuildable, instead of configured by hand once and never again.
- Managed IT and cloudCloud, pipelines, domains, mail and access, held by the team that also knows the code.
- Shopify developmentFor Shopify stores that have to talk to an ERP, a stock system or a payment flow.
- QA and test automationCypress or Playwright on your critical journeys, wired into CI, with a QA engineer on your team if you need one.