We are an outsourcing company, so treat this page accordingly. The argument for reading it anyway is that the failure modes below are the ones we have watched from the inside, and a partner who cannot name them is either inexperienced or selling.
Outsourcing is a tool with a shape. It fits some situations well, fits others badly, and the difference is usually visible before the contract is signed.
Capacity you need this month rather than next quarter. A defined outcome such as a migration, an MVP or a replatform. A skill you need once and will not need again, like a browser extension or an edge deployment. A product that needs steady maintenance but not a full time hire.
Work that cannot be described. If the requirement lives entirely in someone's head and changes daily, a remote team will build the wrong thing efficiently. Deep domain knowledge that takes months to acquire is usually cheaper to hire than to rent. Anything needing constant unscheduled conversation will struggle across a time gap.
Supervision. An outsourced team that needs three hours of your time a week is more expensive than its invoice suggests, and one that needs none is probably not being reviewed by you at all. The right amount is small and regular rather than zero.
Not quality, lock in. Code you cannot read, infrastructure in someone else's account, no document explaining the deployment. Quality problems are visible and fixable. Lock in is invisible until the day you try to leave, which is exactly the day it hurts most.
How many hours do we share. Who reads the code before it merges. Whose name is on the hosting account. What does the exit look like. A partner with clean answers to those four is usually fine. A partner who deflects any of them is telling you something.
Per hour, usually. In total, only if the work is describable and the supervision cost stays low. Cheap hours on badly specified work is the most expensive combination there is.
Distance and overlap, mostly. From Türkiye we are nearshore for Europe with nearly a full shared working day, and offshore for the United States with a real afternoon window. The label matters less than the number of hours you actually share.
Settle it in the contract before work starts, not after. Development should run in your repository, hosting and database accounts should be in your name, and delivered code should be yours from the first commit. If any of that is negotiable, treat it as a warning.
Ask who reviews it and ask to see the review. Ask for products you can open and use rather than case study documents. Working software at a URL is hard to fake.
When the knowledge is the product. If the hard part is domain expertise that takes six months to build and you will need it for years, hire. Outsourcing is for capacity and for skills you need in bursts.
One paragraph on what you are building, roughly when you need it, and who it is for. No brief, no form with fifteen fields.
From the engineer who would do the work, not a sales team. If we are not the right fit we say so, and where possible we point you somewhere better.
Scope, price and timeline in writing before anything is committed. You decide with the numbers in front of you.
No long contract to begin, no lock-in to our tooling, and the code is yours from the first commit.
Start a conversationA short note about the product, the timeline and who it is for is enough to start. You will hear back from the engineer who would do the work, not a sales team.
Ankara / Türkiye · Working across European and US time zones
