One point of accountability
A US point of contact and a delivery lead who owns the outcome. You never coordinate between an account manager and a team that has never spoken to you.
How we deliver
US contract. Global delivery. No surprises.
Offshore engineering has a reputation, and most of it comes down to accountability. Ours is simple: one contract you recognise, one team you know by name, and one person answerable for what ships.
Global engineering. One accountable team.
You contract in the United States and work with a US point of contact. The engineering is done by the OpsAway team acrossColombia, Peru, Nepal and India — the same team, on your board, from kickoff to release.
It is one team with two locations, not a client-facing layer in front of a delivery layer. The engineers who build it are the engineers you talk to.
- Contracting
- LeanTechOps LLC d/b/a OpsAway — a US entity, US law, US invoicing
- Offices
- Austin, Texas and Hyderabad, India
- Team
- Engineers across Colombia, Peru, Nepal and India. Latin America works with Austin; Nepal works with Hyderabad.
- Overlap
- Daily working hours crossing US business time, agreed up front
- Accountability
- One delivery lead, named, for the life of the engagement
- Ownership
- Code, infrastructure, prompts and documentation are yours
- Scaling
- Team size moves with the roadmap, on agreed notice
Getting started
From first call to first release.
The goal of onboarding is not a plan. It is something running in your environment, early enough to still change course cheaply.
Scope and shape
A working session on the problem, the constraints and what success is measured by. We come back with a proposed team, a first milestone and a price — not a discovery invoice.
Contract and access
A US contract with LeanTechOps LLC d/b/a OpsAway. Security review, NDAs, background checks and system access handled before day one, so the first week is engineering rather than paperwork.
Team in place
Named engineers, introduced to you directly. A delivery lead who is your single point of accountability, and who stays the same person as the work grows.
First release
Something real in your environment inside the first few weeks — small on purpose. It proves the pipeline, the access and the working relationship all at once.
How we work
The parts that usually go wrong.
Distributed delivery fails on communication and access far more often than on engineering skill. These are deliberate.
Your process, not ours
We work in your tracker, your repos, your review process and your release cadence. Bringing a parallel process is how vendors become overhead.
Visible progress
Demos over status reports. You see working software on a regular cadence, and the same board the team works from — not a summary written for you.
Secure by default
Least-privilege access, secrets kept out of code, dependency and vulnerability scanning in the pipeline, and data handling agreed in writing before work starts.
Engagement models
Pick the shape, keep the accountability.
Team extension
Engineers where and when you need them. Named engineers join your existing team, your standups and your board. You keep the roadmap and the process; we add the capacity and the skills you are short on.
Dedicated teams
A cross functional team on your roadmap. A standing team — engineering, quality and DevOps together — working only on your product, with a lead who is accountable for what ships. It scales up and down as the roadmap changes.
Project delivery
Defined outcomes, engineering ownership from planning through production. We take a defined outcome and own it end to end: planning, architecture, build, test and release. You get a scope, a schedule and one team answerable for both.