Deliver now while your headcount plan catches up

Your headcount plan is approved. The budget is allocated. You've got 12 new engineering positions ready to fill. But your AI initiative is already three months behind schedule, and you're explaining to stakeholders why – again.

You need to deliver now, but you can't wait for hiring to catch up.

Other technology leaders have the same problem:

• 95% of tech leaders can't find the engineering talent they need
• 69% struggle to backfill existing roles
• 87% can't hire senior software engineers fast enough

Behind these statistics are developers working weekends, product launches getting delayed, and teams burning out while waiting for help that might never come.

The traditional solution – outsourcing to management consulting or staff augmentation firms – often creates more problems than it solves. You know this because you've probably tried it and none of your existing MSAs are the right fit.

Why your MSA partners aren't the right fit

You have agreements with Accenture, Deloitte, or similar firms. On paper, they should solve your engineering resource bottleneck. In practice? They’re expensive, slow, and often create new problems.

Here's what usually happens: you submit a request in January, go through three rounds of scope meetings, and maybe – if you're lucky – get a team deployed by April. That team comes with account managers, project managers, and junior developers who need six weeks just to understand your codebase.

Your mobile app that needed to be ready for Q4? Now it's a Q1 project. Your AI initiative? Still explaining the delay to stakeholders.

As one VP of Engineering put it: "We've got MSAs with Accenture and Deloitte, but I don't think they're the right fit here. We need a specialized team that can move faster."

The traditional approach treats outsourcing as an either/or proposition: either you hire internally or you outsource to a big firm. But this binary thinking misses a crucial third option that's emerged from the changing technology landscape.

The rise of modern software consultancies

The last few years of tech layoffs created an unexpected opportunity. Elite engineers from Google, Amazon, and Meta didn't disappear – they joined specialized consulting teams that combine enterprise experience with startup speed. 

These aren't boomer-era consulting firms. Instead of getting junior developers managed by account executives, you get seasoned engineers who've built systems at scale. You get teams up and running in 4-6 weeks instead of waiting months to get started. 

Here's what makes them different:

You get technical excellence without the bureaucracy. Teams led by ex-FAANG engineers who want to solve hard problems, not sell expensive PowerPoint presentations.

You get speed with quality. These teams are paid to deliver results, not log billable hours. They can deploy in 4-6 weeks and they don't need corporate approval for every decision.

You get enterprise knowledge with startup agility. They understand your compliance requirements and security standards, but they don't need six meetings to make a technical decision.

You get reliable product delivery. They bring best-in-class engineering practices honed at the world's most demanding technology companies.

But here's what really sets this approach apart from traditional outsourcing: it's not about adding headcount you have to manage.

It's about extending your existing capabilities with a fully-formed team.

Team extension, not staff augmentation

Traditional consulting gives you staff augmentation – bodies in seats that you have to manage. Modern consultancies give you team extension – complete teams that manage themselves.

What does this look like in practice?

Instead of managing individual contractors or playing telephone with account managers, you get self-directed teams with senior engineers and product managers who deliver without hand-holding. 

As one Engineering Director shared: "We were able to accelerate a company-wide initiative for backend tooling, which would have been impossible if we hired a team from scratch."

The timeline difference is stark, too.

Your internal hiring process: 3-6 months to find candidates, 2-4 weeks to onboard, another 4-8 weeks to become productive.

A specialized team: 4-6 weeks to deploy, delivering from day one.

Deliver now, while your headcount plan catches up

This isn't about cutting corners with low-quality code or undermining your headcount plan. This is about getting your projects delivered while your permanent hiring catches up.

The math is straightforward: redirect your approved headcount budget to fund a specialized outsourced engineering team for 3-4 months. Scale up or down as needed. By the time the engagement wraps up, your permanent hiring should be complete.

The result? No more board meetings explaining why the AI initiative is delayed. No more developers working weekends on manual deployments.

No more "we'll get to it next quarter" conversations with frustrated stakeholders.

Veho rebuilt their customer messaging platform to expand into 40 markets

Take Veho's situation. They needed to expand their last-mile delivery service to 40 global markets, which meant rebuilding their customer messaging platform on Twilio Flex. Their internal team was already maxed out keeping the current system running.

Instead of waiting six months for new hires or engaging a traditional consultancy with a 12-week ramp-up, they partnered with a specialized team from Codingscape that understood both the technical complexity and the business timeline.

The result? They completed the migration in 6 months and launched in all 40 markets. Something that would have been impossible with their current team capacity or traditional consulting timelines.

Stop explaining delays. Start delivering.

Your headcount plan will eventually build the team you need, but your approved projects need to be delivered now.

Modern consultancies exist to solve exactly this gap – they deliver enterprise-quality results at startup speed while your permanent hiring catches up. They're not replacing your long-term hiring strategy; they make sure you don't miss opportunities while building your ideal team.

The question isn't whether you can afford to explore this option. Given the competitive landscape and the cost of delayed projects, the real question is whether you can afford to keep explaining why critical initiatives are three months behind schedule.

If you're tired of explaining project delays while your approved headcount slowly fills, let's talk about your roadmap. 

We'll tell you honestly if a specialized team fits your timeline and requirements – and if it does, we can have a statement of work ready fast.