We solve the problems your team shouldn't have to fight alone.
DevTactics is a software engineering company based in Poland. We design, build, test, and maintain custom software for product and enterprise teams — full squads or embedded specialists.
The sections below cover what we do, how each piece typically solves a real engineering problem, and the shape an engagement takes. Read it like a menu with the small print — the small print is the part that matters when the project is six months in.
AI-Powered Automation
▼The problem. Most "AI features" stop at a chatbot bolted onto a product page. Models are picked for novelty, prompts are tuned until they look good in a demo, and the moment a real user asks a real question the system hallucinates, costs spike, or both. Procurement asks how the system is governed and gets a marketing answer.
What we do. We embed AI where it creates operational value — document processing, workflow automation, and decision support — wired into the systems you already run. Models are components, not the product. From the first sprint we design for evaluation, human oversight, data boundaries, and cost control, so the system is observable, testable, and governable. Not a chatbot bolted on. Engineering.
What you get. Production-grade AI features with evaluation harnesses, audit trails, and human-in-the-loop checkpoints baked in. Architecture that lets you swap models without rewriting business logic, and a cost dashboard that tells you what each workflow actually costs to run.
How we measure it. Task-level accuracy against a held-out evaluation set, end-to-end latency on the critical path, and token cost per business transaction. Numbers are reviewed with you on a cadence agreed at discovery.
Software Development
▼The problem. Brand-new builds stall when scope is unclear. Enterprise integrations drag when no one owns the seam between systems. Legacy modernisation fails when the rewrite is treated as a parallel project instead of a sequence of safe, shippable cuts. The work that should be making money is making meetings.
What we do. Full product squads or embedded specialists for brand-new builds, enterprise integration, and complex legacy modernisation. PM, dev, and QA working as one team against your definition of done — not against a backlog someone else wrote.
What you get. Working software in your hands at the end of every sprint. Architecture diagrams, runbooks, and decisions captured where the team works, not in a separate wiki nobody opens. Code that your team can extend after we leave.
How we measure it. Sprint burn-down against the definition of done, defect escape rate per release, and the time from "merged" to "live in production". Numbers, not slide numbers.
DevOps Service
▼The problem. Deploys are still events. CI is slow, brittle, and gated on one engineer. Observability is a dashboard nobody checks until something is on fire. Infrastructure cost is the bill that arrives at the end of the month and surprises everyone.
What we do. Continuous delivery, observability, and platform engineering. We automate the build, test, and deploy path so releases stop being an event and start being routine. Pipelines are written to be readable, not clever. Infrastructure is cost-aware from day one.
What you get. A delivery pipeline that runs without heroics, a platform the rest of engineering can build on, and alerts that wake someone who can actually do something about the problem. Cost dashboards tied to the workloads that drive them.
How we measure it. Lead time from commit to production, deployment frequency, change-failure rate, and mean time to recovery. The four DORA metrics, surfaced on a board the team looks at, not buried in a report.
Products Maintenance
▼The problem. Existing products rot quietly. Dependencies age, security patches pile up, the team that built it has moved on, and the next big upgrade turns into a six-month archaeology project. Meanwhile the business needs the product to keep working and growing.
What we do. We keep existing products healthy while your team focuses on new work. Version upgrades, dependency hygiene, security patches, dependency deprecation tracking, and incident response on agreed SLAs. The boring work that prevents the exciting fires.
What you get. A product that stays current with the platforms it runs on, a security posture that survives the next vendor questionnaire, and an upgrade path that's been rehearsed before it became urgent. You keep ownership of the roadmap.
How we measure it. Time-to-patch for high-severity CVEs, dependency freshness against a target baseline, and incident response time against the SLA in the engagement contract.
Product Technical Analysis
▼The problem. Something feels wrong with the product — performance, reliability, technical debt, all of it — and nobody has time to look. A board meeting is coming and someone needs an independent read on what's actually under the hood, written by people who aren't selling the next phase.
What we do. Independent software audit. We map architecture, code, and process risk, then write up the path forward with priorities and trade-offs. The report is yours. We don't follow up with a sales call.
What you get. A written analysis with a prioritised backlog of risks and improvements, sized by impact and cost. Architecture diagrams as they actually are, not as the last engineer remembers them. A defensible story for the board or for your next funding round.
How we measure it. Findings graded by severity (blocker, high, medium, low) and time-to-resolution tracked for the items you choose to address. The audit itself is fixed-scope and fixed-time.
Staff Augmentation
▼The problem. Hiring takes months. The senior engineer you wanted accepted a counter-offer. The pod your agency sent is half juniors learning on your dime. By the time the team is real, the roadmap has slipped two quarters.
What we do. Experienced engineers integrated into your team, working your processes, on your tools. We match the role to your stack and your timezone, and we don't pretend a junior is experienced.
What you get. A named engineer (or pod) that joins your standups, ships into your repo, and is accountable to your delivery lead. The contract runs sprint-to-sprint — when the work is done, the engagement ends.
How we measure it. Sprint velocity against your baseline, retention through the engagement, and post-engagement handover score (can your team run without us when we leave).
Project Development
▼The problem. There's an idea, maybe even a market, but the path from "we should build this" to "people are paying for it" is full of decisions nobody on the team has made before. The risk is building the wrong thing; the bigger risk is building nothing.
What we do. From idea to production. We work with you to define scope and the smallest version worth shipping, then build and iterate against real usage. Engineering, product thinking, and the discipline to cut what's not pulling weight.
What you get. A product in production, real users giving real feedback, and the smallest tech stack that will scale to the next milestone. You keep the code, the repo, the customers, and the data. We don't take equity and we don't take the IP.
How we measure it. Time from kickoff to first paying user (or first internal user, for tools), activation rate against the original hypothesis, and the cost of the MVP against the budget agreed at discovery.
Software Testing
▼The problem. QA is the team you add when things start breaking. Test automation is a script graveyard. Release readiness is a meeting where someone says "it looks fine to me". The bugs that reach users are the ones nobody wrote a test for.
What we do. QA embedded from sprint one — strategy, automation, and product analysis. Release readiness gates before code reaches users, not after. Test plans written by people who understand the product, not just the framework.
What you get. A regression suite that actually catches regressions, release readiness reviews that have the authority to stop a ship, and a defect profile that tells you where the next investment should go. Quality becomes something the team owns, not something QA catches.
How we measure it. Defect escape rate (bugs found in production vs. bugs found before release), test coverage on the critical path (not vanity coverage), and mean time to detect for the issues that do slip through.
How we engage
Three ways to work with us. Same engineers either way. Pick the shape that fits the brief.
01 · DISCOVERY SPRINT
Get the brief right
The problem. Most failed engagements fail before code is written. Scope is fuzzy, constraints aren't mapped, and the first sprint is spent arguing about what was actually agreed. By the time the team is aligned, half the budget is gone.
What's included. A short, fixed-scope engagement: stakeholder interviews, system map, risk register, architecture options, and a delivery plan with explicit assumptions and decision points.
What you walk away with. A scope document, a risk register, an architecture shortlist, and a delivery plan you can hand to any team — ours or yours. You own the artefacts whether or not you engage us next.
02 · EMBEDDED POD
Senior engineers in your team
The problem. Hiring senior engineers takes months. The agency sends a pod that's half juniors. By the time the team is real, the roadmap has slipped.
What's included. One-to-four experienced engineers working with you, going through your process, on your tools, shipping alongside your team. Stop when the work is done — no minimum commitment beyond the next sprint, and full handover when you want it.
What you walk away with. A team member who knows your codebase, your standups, and your definition of done. The engagement ends cleanly when the work is done; we don't stretch it.
03 · BUILD & OPERATE
Ship it and keep it healthy
The problem. Building is the easy half. Operating is the half that quietly kills products — observability gaps, model drift, dependency rot, costs that nobody owns. Handover to "the internal team" often means the work moves to nobody.
What's included. End-to-end delivery with ongoing observability, model evaluation where AI is in scope, dependency hygiene, and a backlog of scoped improvements agreed each sprint.
What you walk away with. A product in production with the operating muscle to stay there. You keep ownership; we keep the system honest. The handover to your team is a planned event, not a forced one.
How we work
A three-stage loop. Each stage ships something and produces a decision.
01 · DISCOVER
Map the problem
The problem. Building the wrong thing well is still the wrong thing. Most projects fail because the brief was wrong — scope, constraints, and definition of done were never pinned down, so every later decision was made on top of an unstated assumption.
What happens. Stakeholder interviews, system mapping, technical and commercial constraints captured in writing, architecture options weighed against the constraints, and a definition of done agreed before heavy build starts.
Output. A scope document, a risk register, a prioritised backlog, a delivery plan, and explicit decision points for the build phase. The artefacts are the basis for the next engagement, whether that's us or another team.
02 · BUILD
Delivery
The problem. Sprints that don't ship, code that doesn't get reviewed, tests that don't run, deployments that wait for a specific engineer. The gap between "merged" and "in production" is where most delivery metrics die.
What happens. Sprint-based delivery against the definition of done. Code review on every change. Tests written alongside code, not after. Deploys automated, monitored, and reversible. Architecture decisions recorded where the team works.
Output. Working software in your hands at the end of every sprint, tested and documented. A living architecture record and a runbook draft that grows with the product. Decisions are traceable; nothing important lives only in someone's head.
03 · OPERATE
You keep ownership
The problem. Handing a system over to "the team" without documentation, observability, or a maintenance plan is how products quietly degrade. Operating without feedback is how costs drift and how the next incident becomes a rewrite.
What happens. Monitoring, alerting, and dashboards agreed at build. Cost and reliability reviews on a fixed cadence. Continuous improvement scoped into the backlog and picked up sprint by sprint. Handover is a planned event with a runbook, not a forced one.
Output. Metrics, alerts, and incident runbooks the team can act on. A cost dashboard tied to the workloads that drive it. A backlog of safe, scoped improvements — not a pile of "should fix eventually".
Tell us what you're trying to ship.
Tell us what you're trying to solve. We'll say plainly whether we can help.
Contact_Us