The team most projects need just got smaller

The traditional delivery team rests on an assumption that used to be true: one person cannot design, build and test software well, so you split the work into roles - project managers, designers, QA - and manage the hand-offs between them. It worked, mostly. But it meant much of what you paid for was coordination rather than building, and every hand-off shed a little context on the way through.

AI has changed that arithmetic. A senior engineer with today’s tooling covers ground that recently took a room of specialists - drafting interfaces, generating and maintaining test suites, holding more of the system in view at once. The disciplines still matter; the separate silos mostly don’t. Design, security and QA depth still come in when a project genuinely needs them - as expertise on the team, not a stage the work queues behind.

So this is the firm we’re building: a few senior engineers per project, working directly with the people whose product it is, from Novi Sad and London. No layer between a decision and the code that carries it out. We’ve already delivered a full engagement this way - the portal rebuild in our case studies - and as we grow, the ambition is bigger products held to the same shape, not a bigger org chart.

Underneath all of it is a belief about engineers: at their core, they love to provide value. Our job is to build the environment where they can, and to keep what they build pointed at what your business actually needs. Every structural choice described here - the small teams, the missing layers, the direct line to the people whose product it is - follows from that.