Engineering Staff Augmentation — B2B SaaS Company, San Francisco, USA
The Situation
A B2B SaaS company selling workflow automation software to mid-market enterprises had a problem it could not tell its customers about. The product roadmap it had presented at its annual customer conference 5 months earlier was 4 months behind. Three enterprise accounts had renewal conversations coming up in which the missing features were going to be the first thing on the table.
The internal engineering team was 40 people. Capable, experienced, and already at capacity. The CTO had opened 8 senior engineering roles 4 months prior. 2 had been filled. The US hiring market for senior backend and DevOps engineers was running at 3 to 4 months from job post to start date, and that assumed the candidate accepted the offer.
The company needed people in weeks.
What Amorisoft Did
Amorisoft received the brief on a Monday. By Friday of the same week a longlist of 31 candidates had been sent across covering backend engineers with the company's primary stack, frontend engineers, QA automation specialists, and a DevOps lead.
The selection process ran over 8 days. The company's engineering lead conducted technical interviews. Amorisoft handled scheduling, initial screening, and reference checks in parallel. 12 engineers were confirmed by day 18 from brief.
All 12 were embedded directly into the company's existing sprint structure. No separate workstream, no parallel process. They joined the standing Monday planning sessions, worked in the same Jira boards, and reported to the same engineering leads as the internal team. Amorisoft's delivery manager joined the weekly engineering leadership call for the first 6 weeks to monitor integration and address any friction before it became a problem.
Two friction points came up in the first 3 weeks. One engineer's timezone overlap with the core team was narrower than anticipated. Amorisoft replaced the scheduling arrangement rather than the engineer, shifting his core hours 2 hours earlier with his agreement. One frontend engineer and the company's lead designer had a working style mismatch that surfaced in week 2. Amorisoft's delivery manager sat in on 3 sessions, identified the communication pattern causing the friction, and resolved it without escalation.
Neither issue required a replacement. Zero replacements were made across the full 7-month engagement.
Results
3 product releases shipped across the 7-month engagement. The 4-month roadmap delay was recovered by month 5, ahead of the renewal conversations with the 3 enterprise accounts. All 3 renewals closed. Zero mid-engagement replacements were made across 12 engineers over 7 months. At engagement close, the company retained 9 of the 12 engineers on direct contract, with Amorisoft facilitating the transition at no placement fee as part of the original engagement terms.