Across SaaS companies building in India, engineering leaders
report the same problems
Unstable sprints
Junior-heavy execution
Regression issues
Unsafe AI implementation
Leadership pressureThese are not India problems, these are vendor-model problems.
And they require a different operating model, not more seats.
Build a Modern Engineering Unit.
A predictable delivery engine finally gives you
what you expected from day one
Senior balancePredictable sprintsClean releasesConfident commitmentsAI-ready engineering disciplineWhat is the difference between these models?
You don’t fix an engineering problem by adding more offshore seats.
You fix it by changing the operating model.
Traditional Vendor Model | Modern Engineering Unit (Our Offering) | |
|---|---|---|
| Team Composition | Junior-heavy, rotating seats | Senior-led, stable, role-balanced team |
| Predictability | Velocity swings every sprint | Stabilizes in 2–3 sprints |
| Ownership | Vendor-controlled priorities | Direct ownership aligned to your roadmap |
| Quality | High bug counts & regressions | 20–40% bug reduction in first 90 days |
| AI Readiness | “We can’t safely add AI yet.” | AI-safe engineering discipline + guardrails |
| Accountability | No responsible “unit” | One accountable unit, one point of truth |
| Transparency | Limited visibility | Clear senior → mid → QA visibility |
| Onboarding Time | 3–6 months | 3–4 week launch |
| Scalability | More seats ≠ more output | Output-based scaling with senior ratios |
| Best Value |
Upgrade your engine
The 3 Engineering Pods
Choose what works for your team
Delivery Stability Unit (10)
Purpose
- Make sprints predictable again.
- Stop the weekly surprises.
- Give leadership a foundation they can trust.
When You Use This
- Sprints are volatile
- Releases are stressful
- The team isn't bad—just inconsistent
Team Mix
- 2 Senior Backend Engineers
- 1 Senior Frontend
- 1 Senior Full-Stack
- 2 Mid Engineers
- QA Lead
- QA Engineer
- DevOps
- Delivery Lead
AI Fit
- Seniors use AI tools for safe acceleration, not reckless shortcuts
- QA begins preparing test coverage for future AI workpaths
- Stability first; AI only where it reduces risk
Product Ownership Unit (25)
Purpose
- Give an entire product slice a real owner not a vendor rotation.
When You Use This
- A feature set keeps slipping
- Integrations or modules need seasoned leadership
- You want safe, real AI implementation
- You want one team accountable end-to-end
Team Mix
- 5 Senior Backend
- 3 Senior Frontend
- 4 Mid Engineers
- 3 QA
- 2 Automation QA
- 2 DevOps
- Product Analyst
- UX/UI Designer
- Delivery Manager
- 2 Flex Seniors
- Optional: 1-2 Data/ML Engineers
Strategic Scale Unit (50+)
Purpose
- Stop treating India like an offshore vendor.
- Turn it into a second engineering headquarters.
When You Use This
- You're planning major migrations, rebuilds, or multi-quarter initiatives
- The board is pushing for aggressive delivery
- You want AI capabilities as a real engineering function, not an experiment
- You need scale without compromising quality
Team Mix
- Engineering Manager
- Architect
- 12 Senior Engineers
- 16 Mid Engineers
- 6 QA
- 4 Automation QA
- 4 DevOps
- 1 SRE
- 1-3 Data/ML Engineers
- Data Analyst
- UX/UI
- Delivery Manager
How we work
Our 4-step launch model
Assessment
We assess your current India setup. Teams, ratios, seniority, sprint history, regression trends.
Mapping
We map the exact unit you need. Right roles, right levels, right senior ratios.
Launch
We launch the unit in 3-4 weeks Fast, predictable onboarding—no chaos.
Measurement
We measure actual change using sprint velocity, regression rate, release frequency, and a leadership confidence index.
How Distributed Engineering Pods Drove 3-5% Infra Savings and 4× AI Adoption for a Global Travel Platform
"We were trapped in a hiring loop -months of recruitment, months of onboarding, still missing the mark. Uplers flipped that entirely.
They arrived with a data-driven methodology and deployed exactly what we needed: senior architects who could set direction, mid-level engineers who could execute at pace.
Within weeks, not months, we had teams moving on infrastructure modernisation and analytics platforms. Suddenly, we weren't asking 'when can we hire?' anymore - we were asking 'what can we build next?' That shift in velocity transformed how we operate."
Senior Engineering Manager
