An engineering partner that understands product economics
Software Products & SaaS
Software product companies live and die by metrics a typical project shop never has to think about: churn, multi-tenant cost, and how fast the architecture bends before it breaks. This practice is built around those economics, wherever your product currently sits.
Engineering for product economics
How this practice thinks about SaaS architecture, churn and scale.
90 secSample frame · video pending01Start from your product's stage
Name the pressure your product is under.
An unbuilt product, breaking architecture, unexplained churn, or a core that needs replacing are the four pressures that bring SaaS teams here. Pick yours and the map replies with the capabilities that fit the stage, not the catalogue.
An idea needs to become software customers will pay for.An MVP proves the model with real users, and SaaS engineering carries it into a multi-tenant product built to bill and scale.
Load, tenants or team size have outgrown what the codebase was built for.Architecture review fixes the structure before adding more weight, and service boundaries let engineering teams move independently again.
Customers leave and nobody can point to the engineering reason.Usage and product data reveal where the experience breaks down, and product engineering fixes what the data actually points to.
Years of feature pressure have left an architecture nobody wants to extend.Staged modernisation replaces the core in reversible waves while the product keeps shipping and billing throughout.
MVP Development
The smallest version that proves the bet with real customers.
SaaS Development
Multi-tenant products with billing and scale designed in.
Software Architecture
Structure and trade-offs recorded before expensive commitments.
Microservices
Service boundaries that let teams ship without stepping on each other.
Product Engineering
The full delivery practice behind products that keep shipping.
Legacy Modernisation
An ageing core replaced in reversible steps, revenue uninterrupted.
02Built around product economics
Engineered for margin, not just for shipping.
A SaaS product's engineering decisions show up directly in its unit economics. This delivery system treats cost per tenant and time to value as first-class metrics, closing every stage on evidence a founder can read like a board update.
Design for your real tenant shape
Architecture is chosen against your actual tenant distribution and growth curve, not an idealised scale story pitched to investors.
Multi-tenancy that holdsEngineer with unit economics visible
Infrastructure and engineering cost per tenant are tracked as features ship, so growth decisions are made with real margin data.
Cost visible per featureBuild against churn signals
Usage and cancellation data feed directly into the product roadmap, so engineering effort follows what is actually costing you customers.
Retention as a design inputTransfer ownership on your schedule
Documentation, architecture records and paired sessions move the system to your team when you are ready, on a schedule you set.
A team that can move fast alone
03What product companies commission, stage by stage
The product services SaaS teams commission, and where each is engineered.
SaaS founders and CTOs search for an MVP build, multi-tenant architecture, a billing integration or SOC 2 readiness, not for a generic vendor. Each request here routes to the practice that owns it, alongside the standards a B2B buyer's security questionnaire will raise.
| What you need | What we build | Standards and integrations | Where it lives |
|---|---|---|---|
| MVP for a SaaS product | A paying-customer version with authentication, billing and analytics wired in, built to be extended rather than thrown away. | Stripe Billing or Chargebee, Auth0 or Amazon Cognito, OpenTelemetry instrumentation | MVP Development |
| Multi-tenant SaaS platform | Tenant isolation, metering, plan entitlements and self-serve onboarding designed against your real customer distribution. | OAuth 2.1 and OIDC, SAML 2.0 for enterprise SSO, SCIM 2.0 provisioning | SaaS Development Services |
| Architecture and service design | Recorded architecture decisions, service boundaries and a migration sequence your team can run without a release freeze. | C4 model diagrams and ADRs, OpenAPI 3.1 contracts, AsyncAPI for event flows | Software Architecture |
| Cloud platform and delivery pipeline | Infrastructure as code, environments per plan tier, deployment pipelines and cost visibility per customer. | AWS, Azure or Google Cloud, Terraform, Kubernetes, FinOps cost allocation | Cloud DevOps |
| Product analytics and data platform | Usage events, churn signals and revenue data joined into one warehouse that product and finance both trust. | Segment or Snowplow event schemas, dbt models, Snowflake or BigQuery | Data Engineering |
| SOC 2 and security readiness | Audit logging, encryption, access control and evidence collection engineered into the product before the audit window opens. | SOC 2 Trust Services Criteria, OWASP ASVS 4.0, GDPR data residency | Cloud Security |
SOC 2 Trust Services Criteria
Enterprise buyers ask for a SOC 2 report before they sign. Audit trails, change management and access reviews are built into your product and pipeline so evidence accumulates instead of being reconstructed.
SAML 2.0, OIDC and SCIM 2.0
Single sign-on and automated user provisioning are the gate to mid-market and enterprise tiers. Tenant models are designed for identity federation from the start rather than bolted onto a consumer login.
Stripe Billing
Plans, metered usage, trials, dunning and tax are modelled on the billing platform's own primitives. Entitlement checks in the product read from that model, so a pricing change never needs a code release.
OpenAPI 3.1 and OpenTelemetry
A public API is a product surface, so every endpoint ships with a versioned OpenAPI contract. Traces and metrics through OpenTelemetry turn cost per tenant and latency per feature into real numbers.
04Evidence and proof
Products that got healthier margins, not just more features.
SaaS proof is unit economics and retention, not story points. These previews show that standard while written client approvals are collected.
Explore case studiesA multi-tenant rebuild that cut infrastructure cost per customer.
Orra Systems ran every tenant on isolated infrastructure that no longer scaled economically. A shared-core rearchitecture cut cost per tenant while improving performance.
- Infrastructure cost per tenant
- Reduced substantially
- Platform performance
- Improved under load
Churn traced to a specific workflow and fixed in one release cycle.
A B2B SaaS platform saw rising churn with no clear cause. Usage analysis pointed to one broken onboarding step, and engineering fixed it inside a single sprint.
- Time to root cause
- Under two weeks
- Churn signal
- Reversed within a quarter
They talked about cost per tenant in the first meeting. No other engineering partner had ever brought that up first.
Sample · pending client approval
05Three doors into product work
Pick the door that matches your stage.
Early-stage founders usually need a fast, honest MVP. Scaling teams need architecture and delivery discipline added to what they already run. Established products sometimes need a whole workstream carried while the founding team focuses elsewhere. Every door runs on the same economics-first discipline.
- MVP Development
Prove the product bet
A fast, real MVP that tests the model with paying users before a larger platform commitment is made.
- Team extension
Add engineers to your team
Named engineers who understand SaaS economics join your process directly, inside your standards and your roadmap.
- Product Engineering
Commission a workstream
One accountable team carries a defined product workstream from direction through release, while you keep the roadmap.
06Straight answers
Asked before product engineering budgets commit.
01Do you work with early-stage or only established SaaS companies?
Both, and the engagement shape follows the stage honestly. Early-stage work leans toward MVP validation priced to protect runway, while established products get architecture and delivery discipline added to an existing team. The map above routes to the fitting shape either way.
02How do you think about multi-tenancy and cost per customer?
As an architectural decision made explicitly, not an afterthought discovered at scale. Tenant isolation strategy, shared infrastructure design and cost allocation are modelled against your actual customer distribution, so unit economics are visible from the first architecture review.
03Can you help reduce churn through engineering?
Where churn traces to product friction, yes. Usage data analysis finds the workflow step actually driving cancellations, and engineering fixes that specific gap. Where churn is a pricing or positioning problem rather than an engineering one, we say so rather than billing hours against the wrong fix.
04What is ISV software development and how does it differ from custom builds?
ISV software development means building a product sold to many customers, not one. That changes the engineering priorities: multi-tenancy, self-serve onboarding, billing integration and upgrade paths all matter in ways a custom build does not. The practice is built around those specific concerns.
05How is pricing structured for SaaS engineering engagements?
MVP work is fixed-price against a scoped feature set. Ongoing product engineering runs as a monthly team commitment sized to your roadmap. Either way, pricing follows a scoping conversation grounded in your actual architecture and stage, never a generic SaaS rate card.
06Can you take over a product built by another team?
Yes, and it starts with an honest codebase and architecture assessment rather than a rewrite pitch. Many product handovers need stabilisation and a better release path more than a rebuild, and the assessment recommends the smallest credible intervention.
07How fast can architecture work start showing results?
An architecture review typically completes within weeks and produces a sequenced plan your engineers can start executing immediately. Full modernisation programmes take longer, but each stage is designed to deliver independent value rather than requiring the whole plan to finish first.