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How we work

Small teams. Short cycles. Real software.

We work with small senior teams, direct access to the people building and short delivery cycles designed around real progress rather than process theatre.

The goal is not to follow a methodology. The goal is to understand the problem, build the right thing and get it into real use as early as possible.

Three ways to work with us

Engagement models

Three ways to work with us.

The right model depends on where the real gap is: ownership, leadership or delivery.

All three can start small and evolve over time.

CTO / CIO as a Service

Senior technology leadership without adding a permanent executive structure.

We step into the technology conversation at management level, take ownership of decisions and help turn business priorities into a workable technology agenda.

Best when

You need someone senior to own technology decisions, direction and execution across the business.

Typical scope

  • Technology strategy
  • Technology roadmap
  • Architecture and platform decisions
  • Technology transformation
  • Supplier and partner management
  • IT organisation
  • Budget and investment priorities
  • Executive and board communication
  • Technology assessment
  • Governance and decision-making
  • Transformation oversight

This is not advisory from the sidelines.

The role is designed to carry responsibility, make decisions and stay involved in implementation.

→ Talk about technology leadership→ Explore our expertise

Embedded Leadership

Senior technology, product or delivery leadership embedded into your organisation for a defined period.

A named person joins the team, takes ownership and works directly with your people.

Best when

You already have a team or initiative, but need experienced leadership to move it forward.

Typical profiles

  • Tech Lead
  • Engineering Manager
  • Product Lead / Product Owner
  • Delivery Lead
  • Programme Lead
  • Head of Data / AI
  • Interim CTO / CPO
  • Transformation Lead

This can be part-time or full-time depending on the situation.

The goal is not permanent dependency. The goal is to create momentum, structure and ownership, then leave the organisation stronger than we found it.

→ Talk about embedded leadership

Dedicated Product & Engineering Squads

A senior multidisciplinary team assembled around a product, platform or technical challenge.

From discovery and UX to engineering, integrations, data and production.

Best when

You need something designed, built and delivered — not just advised on.

Typical capabilities inside a squad

  • Product / discovery
  • UX / UI
  • Technical architecture
  • Frontend engineering
  • Backend engineering
  • Integrations
  • Data / AI
  • DevOps / Cloud
  • QA / testing

The team is shaped around the problem rather than sold as a fixed package.

It can take a product from prototype to production, evolve an existing platform or work alongside an internal team.

→ Talk about a product or platform→ See selected projects

Which model fits the situation?

CTO / CIO as a ServiceEmbedded LeadershipDedicated Product & Engineering Squads
Primary needTechnology ownershipLeadershipDelivery
Typical roleExecutive / strategicEmbedded senior profileMultidisciplinary team
ScopeBusiness-wide or transformationTeam, product or initiativeProduct, platform or technical challenge
CommitmentFractionalPart-time or full-timeProject / ongoing squad
Client teamWorks across leadership and suppliersWorks inside existing teamWorks with or alongside internal team
Best outcomeClear technology directionStrong ownership and momentumWorking software
ExitHandover / ongoing fractional roleInternal handover or replacementHandover or continued evolution

CTO / CIO as a Service

Primary need
Technology ownership
Typical role
Executive / strategic
Scope
Business-wide or transformation
Commitment
Fractional
Client team
Works across leadership and suppliers
Best outcome
Clear technology direction
Exit
Handover / ongoing fractional role

Embedded Leadership

Primary need
Leadership
Typical role
Embedded senior profile
Scope
Team, product or initiative
Commitment
Part-time or full-time
Client team
Works inside existing team
Best outcome
Strong ownership and momentum
Exit
Internal handover or replacement

Dedicated Product & Engineering Squads

Primary need
Delivery
Typical role
Multidisciplinary team
Scope
Product, platform or technical challenge
Commitment
Project / ongoing squad
Client team
Works with or alongside internal team
Best outcome
Working software
Exit
Handover or continued evolution

How an engagement starts

Understand before committing.

Some projects start directly. Others need a short discovery phase first. We use the smallest useful amount of upfront work to reduce uncertainty before committing to a larger build.

Phase 0

An agreed bag of hours, when it adds value

  • Understand the problem
  • Review existing systems
  • Validate assumptions
  • Prototype where useful
  • Identify technical risks
  • Define the architecture
  • Define a realistic first backlog

Phase 0 is not a consulting project before the project. It is a short way to remove the biggest unknowns before serious engineering begins.

Kickoff

3–5 days

Get to a working baseline fast.

The first days are about turning context into something the team can actually build on.

  • Define the problem
  • Define what “done” means
  • Agree priorities
  • Create or review the architecture
  • Set up repositories
  • Establish environments
  • Configure CI/CD
  • Create the first useful backlog
  • Agree the communication and review rhythm

Delivery cycle

Short cycles, visible progress.

1–2 week cycles

We normally work in short delivery cycles so decisions can be made against real software instead of assumptions.

Every cycle produces something observable

  • Working software
  • A prototype
  • An integration
  • A measurable technical improvement
  • A deployable increment

Along the way

  • Daily async communication where useful
  • Staging environments to try things for real
  • Regular demos
  • Decisions based on what has actually been built

No invisible progress.

Review what exists. Change what comes next.

At the end of each cycle we look at real output, not percentage-complete reports. What we learn can change priorities, design decisions or even the next technical step.

Plans are useful. Protecting an outdated plan is not.

Direct collaboration

You work with the people doing the work.

We avoid unnecessary translation layers between the client and the team. Engineers, designers and stakeholders talk directly when the work requires it.

That means faster decisions, fewer misunderstandings and more context where it matters. Projects are still coordinated; we just don't hide the people building behind extra layers.

Non-negotiables

A few things we take seriously.

  • Prototype early.

    When something is unclear, make it tangible.

  • Small teams, senior people.

    Context and experience matter more than headcount.

  • Estimate in days.

    Avoid false precision and unnecessarily complex estimation systems.

  • Code beats unnecessary documentation.

    Document what matters. Build what matters more.

  • One project at a time.

    Protect focus whenever possible.

  • No invisible progress.

    Something real should be visible regularly.

  • If it's not tested, it's broken.

    Testing starts with the project, not before launch.

Continuous delivery

Production is part of the process.

We prefer small, reversible releases over big-bang launches. Delivery should become routine rather than a high-risk event at the end of the project.

  • CI/CD from early in the project
  • Staging environments
  • Monitoring
  • Rollback readiness
  • Small releases
  • Feedback from production

Whenever the project and its environment allow it.

The plan can change. The goal should get clearer.

Software projects create new information as they progress. Discovery, short cycles, reviews and feedback from production let us use that information instead of pretending everything was knowable on day one.

FAQ

Practical questions.

How are you different from a traditional consultancy?

We stay close to execution.

Strategy, architecture and product decisions matter, but we're comfortable being accountable for the software and the outcome — not just the recommendation.

Do we need to know exactly what we need before contacting you?

No.

Often the first job is helping define the real problem, the right scope and the most sensible way to approach it.

Can we start small?

Yes.

Many relationships begin with a discovery, assessment, prototype or tightly scoped first project before expanding.

Can you work with our existing team or suppliers?

Yes.

We regularly work alongside internal teams, agencies, software vendors and specialist partners. We don't need to replace the existing ecosystem to be useful.

How do you bill?

The commercial model depends on the type of engagement.

Fractional leadership is normally based on an agreed recurring commitment. Embedded roles can be part-time or full-time. Product and engineering work can be structured around a defined project, squad or ongoing delivery model.

Who owns the IP?

The client.

Unless explicitly agreed otherwise, the code, data and project-specific intellectual property created for the engagement belong to the client.

What happens when the engagement ends?

We plan for it.

Documentation, handover and knowledge transfer are part of the work. The client should be able to continue operating and evolving the system without artificial dependency on Cyberdelia.

Have something to build?

Let's makesomething real.

Tell us what you are trying to build, solve or improve.

→ Start a conversation→ See our workhey@cyberdelia.es