More than one supplier
You have, or are about to have, several delivery partners. One vendor is a sourcing question. Several is an orchestration question.
A delivery capability of your own. Without building one.
You can hire a team, or appoint a vendor, or do both and hope they add up. We do the third thing: we design how your delivery actually runs across your suppliers and locations, bring in assessed suppliers when you need more, staff the part that sits offshore, run it to your standards, and hand it over when you want it.
The short answer
Can you build us a dedicated development team that we can take over later?
Yes. We build and run a dedicated capability unit of 10 to 50 people for your business, around the responsibilities you choose to keep: what buyers often call a dedicated development team or an offshore development centre, on a build-operate-transfer model. It runs to your standards under one management model, with Vietnam as the delivery base, and the transfer right is written into the contract on day one, with the transfer fee agreed up front. Most engagements start with a two-day diagnostic, not the unit.
- Who it is for
- Enterprise teams, and the CIOs and CTOs who lead them, with a digital or AI programme
- What you get
- A dedicated unit of 10 to 50 people, under your name
- The model
- Build, operate, transfer, on terms set at the start
- Price basis
- A monthly fee for the unit, defined packages for projects, a transfer fee agreed up front
- First step
- A two-day Orchestration Diagnostic, at a fixed fee quoted in the first call
- What it is not
- Not per-head staffing, and not a vendor you cannot leave
Is this you?
Four things tend to be true at once. If they are, the problem is not finding engineers. It is that nobody owns how the parts fit together.
More than one location
Onshore and offshore, or two offshore sites. Time zones, standards and handovers are now part of the work.
Nobody owns the seam
The space between suppliers sits with one overloaded person, or with nobody. It is where the delays and the arguments live.
Building it would take too long
You could develop this in-house. Not at the speed the programme in front of you needs.
Two things we do for enterprise teams.
Take one, or both. Either way it starts with the two-day Orchestration Diagnostic.
Order across your suppliers, and the supply chain behind them
We design how delivery runs across the suppliers you already have and own the seams between them. Where you need more, we bring our own supply chain: 225 delivery partners assessed, of 500+ firms we track in Vietnam, put on your work package by package.
A unit of your own, built to transfer
A dedicated capability unit of 10 to 50 people, run to your standards under one management model, with the right to take it over written into the contract on day one.
What we install, and in what order
One sequence, the lifecycle, whether we start before a line of code or on a programme already running. Inside it, every work package runs the same package loop.
Assess
What you run today, who delivers it, and what breaks first.
Size
What should sit offshore, what should not, and what it costs either way.
Build
The unit is stood up: named specialists you select, governed to your policy.
Harden
Standards, acceptance and the delivery record become routine, not heroics.
Run
We run it alongside your own people and your other suppliers.
Evolve
It grows, shrinks or moves to you. The model stays the same.
What you get out of it
In the order that matters. Capacity comes last, as the means to agility: on its own it is just more people.
Full oversight, through accountability and transparency
One party answerable for the offshore part of delivery, governed to your own policy, with named people and written acceptance, and every package in one shared view: milestones, risks and benefits. Not a vendor to manage on top of the ones you already manage.
Value realisation, through baselines and benefit owners
Objectives and a baseline before the first package, an owner in your business for every benefit, every package accepted against a written test, and the value reported from your own systems wherever we can, before, during and after go-live.
Compounding capability, through knowledge you keep
The delivery record is yours: decisions, risks, acceptance, and the patterns worth reusing. A departure does not reset the programme, and each package starts from what the last one learned.
Strategic agility, through scalable capacity and on-demand capabilities
Ten to fifty people, chosen for your work from a multi-country network rather than from one bench, and scaled as the programme moves. One skill set this quarter and a different one next, without renegotiating how work is briefed and accepted.
Built to be handed over
The transfer right is written into the contract on day one, with the transfer fee agreed up front. We would rather you keep the capability than keep the dependency.
Nothing is held back as leverage
Transfer carries everything: the people where they wish to move, the documentation, the method as it was applied to your work, and the full delivery record.
Your repository, your data
Code and content sit in your systems. Access exists to operate delivery and for nothing else, and nothing is reused for another client without your written consent.
The questions companies ask first.
Straight answers. Ask us anything else on a call.
How is this different from hiring an offshore vendor?
A vendor sells you its own bench and the relationship ends at the people. We design how delivery runs across your suppliers and locations, staff the offshore part from a multi-country network rather than one bench, run it to your standards, and write the handover in from the start. If all you need is people for a known job, a vendor is cheaper and you should use one.
How is this different from hiring our own team?
Owning the team is usually the right long-term answer, and the transfer right exists so you can get there. What this buys you is the time in between: the capability runs while you decide whether to own it, and the model you inherit has already been proven on your own work.
How small can it start?
Most engagements start with a two-day diagnostic rather than a unit: two days with your team and your suppliers to map what you run, who delivers it and where it breaks. It is deliberately small, it has its own written output and a fixed fee quoted in the first call, and it ends at a decision point rather than a proposal.
Who are the people, and do we choose them?
You select the team. Specialists are sourced across a multi-country partner network and the people on an engagement are named before it starts. We carry no bench, so there is nobody we need to keep busy.
How does the management model work?
It is a way of working, not software. The Unified Management Model™ has five pillars that run through every engagement: value realisation (benefits agreed with a named owner, baselined before work starts, and measured into run), governance and transparency (decision rights, quality gates and authority levels for people and agents), intelligence (a running record of decisions, evidence and lessons, with early warning), commercial (priced by certainty, and paid on accepted work) and delivery (work packages with scope, brief, acceptance test and a stop point). You never have to adopt it before working with us: we can work inside your own method and tools, improve them with our practice, or hand ours over for you to keep.
What does measured on value mean in practice?
Four things. Before the first package we agree the business objectives and measure the baseline. Every work package is traced to one of those objectives, and each benefit has an owner in your business. We track the benefits, from your own systems wherever we can, and report them in one view alongside the plan and the risks. After go-live the benefits are reviewed at agreed points, for example at 6, 12 and 18 months. We answer for the delivery and the tracking; your benefit owner signs off the result.
Is this a dedicated development team or an offshore development centre?
It gives you what buyers usually want from one: a dedicated team of 10 to 50 people, run offshore to your standards, that you can take over later on a build-operate-transfer model. The differences are that we also design how delivery runs across your other suppliers and locations, and that the work is governed as defined packages measured on value, not as headcount.
How is it priced?
Priced on the capability installed, not the hours consumed: a monthly fee for the unit, defined packages for projects, and a transfer fee agreed up front, so the exit is priced before you need it.
Who is accountable if something goes wrong?
Nessoris. We sign with you and answer for our delivery partners, so you never have to manage them yourself. We also carry professional indemnity insurance.
Where is data processed, and how is it secured?
Security tiers and data rules are chosen per engagement and written in. Where you need it, work runs on your own laptops or cloud desktops, so data stays in your systems. Delivery partners holding ISO 27001 or SOC 2 certification are available where a programme requires it. Our approach is aligned with GDPR, NIS2 and the EU AI Act; aligned, not a certification.
Do you work with our existing suppliers?
Yes, and it is usually the point. The model is designed to run alongside incumbents rather than replace them, because replacing a working supplier is rarely the cheapest way to fix a delivery problem.
Start with a two-day diagnostic, not the unit.
Every engagement starts with the business objectives. Then two days with your team and your suppliers, a written output, and an honest answer about whether any of this is worth doing. Fixed fee, quoted in the first call.