You manage the projects. We manage the team and the delivery.
A service agreement sets the capacity, the scope and the delivery standard. Software specialists are assigned to your project at full capacity, led by an Azendo service delivery manager, and everything that keeps them delivering well stays with us: training, performance, development plans, equipment, facilities and administration. Your side stays simple. You set the priorities and accept the work.
One clean line between your work and our responsibility.
Long-term offshore delivery works when both sides know exactly what they own. We draw that line in one place and keep it there: you direct the product, we run the team and answer for what it delivers. Nothing in between is left to assumption, which is why partners stay with us for years rather than months.
You stay the product owner. Nothing about direction, architecture or priority moves offshore.
Delivered work flows back.
Everything it takes to put capable specialists on your project and keep them there, year after year.
Your management time should go into the product, not into the mechanics of keeping an offshore team functioning. That part is ours.
Four steps to add capacity.
First conversation to first sprint is typically four to six weeks. Most of that time goes into building the right team, not into paperwork.
We go through the roadmap, the stack and the gaps with you, then write down what the service has to produce: which disciplines, how many hours a month, which deliverables sit with us and which stay with you.
One agreement covers the monthly capacity, the service delivery manager, the reporting cadence, IP assignment, security terms and notice period. One monthly fee per team. No per-person contracts and no local entity needed on your side.
We assign specialists from our own team, or build out the discipline you need through our selection and Academy process. You meet the team and the service delivery manager before delivery starts, and you have a say in the match.
The team joins your tools, your stand-ups and your sprint rhythm. We run a structured ramp-up on your codebase and domain, and the service delivery manager reports on output from the first sprint on.
Step four is where most offshore engagements end and ours begins. Everything below this point is what we keep doing for the next three years.
What we keep doing ↓Your project sits on three layers you never have to build.
Capacity on its own is just hours. What turns it into a service is everything underneath it. Read the diagram from the top: your project is the only layer you operate.
Your tools, your team, your access rules.
The specialists assigned to you work directly inside your systems — your repositories, your board, your chat, your stand-up — as part of your team. Our managers do not get access to any of it. Your code, tickets and data never leave your environment, and nobody at Azendo reads them to judge how delivery is going.
That deliberate lack of access is why we built the assessment model below. Instead of looking over a shoulder, we run three separate signals — and the one that carries the most weight is your own scoring of the delivery.
The specialist is in here every day, working as one of your team.
Every hour of committed capacity is logged against your project in Azendo's own system. It gives our managers the insight they cannot get from your tools: hours delivered against hours agreed, where capacity actually went, and early signs of overload.
Each specialist reports to us every week: what they worked on, what moved, what is blocked and what they need in order to deliver better. It is written for their own organisation, so problems surface honestly and early.
Every week you receive a short survey to score the delivery. Every second week your service delivery manager sits down with you one to one. This is the signal we weigh heaviest — your judgement of the work, not our reading of it.
The specialist joins your stand-up and works in your tools. Five hours of overlap with Northern Europe means questions get answered while your day is still running.
A short survey, one or two minutes, scoring the week's delivery per specialist. Scores are tracked over time, so a dip shows up as a trend rather than as a surprise months later.
A dedicated one-to-one on quality, collaboration and anything a survey cannot capture. The same person every time, so context carries from one conversation to the next.
Tracked hours against committed capacity, the survey trend, what shipped and what carried over. This is also where capacity for the coming month is adjusted.
Every score ends up in a training plan
Feedback only matters if something happens with it. Yours does not sit in a report. It is processed by your service delivery manager and handed to Talent Success, whose whole job is turning it into measurable improvement in the specialist's delivery.
The weekly survey score, plus whatever comes up in the bi-weekly 1:1.
Read against tracked hours and the specialist's own weekly report, then written up as findings.
A dedicated team owns what happens next — not the person being reviewed, and not you.
Training, courses, 1:1 coaching, tests and certification, with a date to reassess.
Improvement shows up in the delivery, and in the survey. Then the loop runs again.
You score the delivery. We do the work of improving it. That division is the whole service in one sentence.
Assignment is earned, not filled.
Every specialist on a partner project is part of Azendo's own team, assessed against the same standard and developed through the Academy before delivery starts. Roughly one in twenty-five who begin that process reach an assignment.
Assessment tells us who is capable today. The Talent Success Academy is what keeps them growing: structured tracks per discipline, internal certification, English and client-communication coaching, and a mentor from a senior discipline lead.
Inside the Academy →Before delivery starts you see profiles and talk to the specialists and the service delivery manager. If the match is wrong, we change it — there is no fee and no argument about it.
Leave, illness and long-term changes are absorbed on our side. Documentation, shared context inside the discipline team and a second specialist already familiar with your product are how we keep committed capacity intact.
Full capacity, long term, or not at all.
We only take on service agreements where specialists work at full capacity on one project, with a horizon measured in years. That rules out work we could easily sell, and it is deliberate. Part-time attention and rotating faces are the two things that make offshore delivery feel unreliable, and we would rather not compete on them.
The team learns your codebase, domain and standards. Output rises through the quarter; we plan for that openly rather than promising day-one velocity.
The team owns areas of the product, takes work with less specification, and development plans start showing up as capability you can use.
Product knowledge sits with people who are still here. Most partners grow capacity at this point rather than replacing it.
Long term is our intention, not a lock-in. Capacity moves up or down on a monthly cycle, with a clear notice period in the agreement.
Tell us what the team needs to look like
Send us a message with the disciplines and capacity you have in mind. You will hear back from a service delivery manager — not a sales desk — with what we would deliver, what it costs per month and what we would need from you to start.
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We reply within one working day. No obligation, and no newsletter.
What partners ask before they start
Who manages the specialists day to day — us or you?
You set the direction: priorities, scope, technical decisions and acceptance. We manage the team: who is assigned, how they perform, how they develop, quality standards, cover and reporting. You brief and review the work. Anything about how the team is performing or growing goes through your service delivery manager, who answers for it.
Why insist on full capacity and long-term agreements?
Because the value of this model comes from accumulated context. A specialist who has worked in your product for two years makes better decisions, needs less specification and catches problems earlier. Splitting attention across clients or rotating teams every few months destroys exactly that. We would rather decline a short engagement than deliver the weaker version of our own service.
Do your managers need access to our systems?
No. Only the specialist assigned to your project holds credentials, and they use them inside your environment as part of your team. Our managers assess delivery from three things instead: hours tracked in Azendo's own system, the specialist's weekly report to us, and your weekly survey score plus the bi-weekly 1:1 with your service delivery manager.
What exactly is included in the monthly fee?
All three service layers: delivery management and reporting, training and development, and the full operational side — employment administration, payroll, benefits, hardware, licences, office, security and connectivity. One fee per team against a minimum monthly capacity in hours. No management surcharge, no selection fee, no equipment invoices and no cost if we need to change who is on the team.
What happens if delivery is not good enough?
It shows up in your weekly score before it becomes a crisis, and your service delivery manager picks it up in the next 1:1. From there it becomes their problem to solve. Usually the answer is mentoring, clearer work breakdown or a change in how the team is composed. If a specialist is not right for your project, we replace them at our cost and carry the ramp-up. You should never be in the position of managing someone else's performance problem.
Do we need a legal entity in Thailand?
No. You sign one service agreement with Azendo and receive one monthly invoice. The specialists are employed by Azendo in Thailand, so all local employment, tax and compliance obligations sit with us. You have no entity to register, no local contracts to sign and no payroll to run.
How does the time difference work in practice?
Chiang Mai runs five hours ahead of Northern Europe, which leaves a long shared afternoon. The team joins your stand-up, questions get answered the same day, and work continues after your office closes. Teams working with UK and Nordic partners shift their hours slightly to widen the overlap where it helps.