Managed Product Delivery
Hand off the project. Keep sight of the work.
Project delivery run with the same vetting bar and transparency as our embedded engagements.
Silicon Development assembles a delivery team from the same individually vetted Latin American engineers behind our staff augmentation, plans the milestones with you, and builds inside a process you can see: named engineers, weekly demos, your repositories, your standards, a flat monthly team rate.
What managed product delivery means here
You define what gets built and what done means. Silicon Development runs the team that builds it.
In this model, Silicon Development takes responsibility for delivery: a senior SD engineer leads the team, runs day-to-day management, and is accountable for milestones. You keep product ownership — priorities, acceptance, and the decisions that shape what the product is.
The difference from a typical project handoff is what you can see. The team is named, the work happens in your repositories, and progress is demonstrated weekly as working software. If you have been burned by an agency that took the spec and went dark, this model was built against exactly that failure.
Many delivery clients have no technical team at all. That is normal here. Silicon Development makes the technical decisions — architecture, hosting, security — and explains them in plain English. You make the business decisions, and you own everything we build, set up in your name from day one.
What makes this different from a typical dev shop
The usual failure modes are anonymity, opacity, and ownership games. Each one has a structural answer here.
Named
A team you can name, not a pod
Every engineer on the project is individually vetted and introduced by name — the same vetting bar as our embedded engagements. You know exactly who is building your product, and the team stays stable for the life of the project.
Visible
Weekly demos, not milestone reveals
Progress shows up as working software every week. You get demos, a shared backlog you can open any day, and direct access to the engineers — no translation layer between you and the work.
Yours
Built to your standards, owned by you
Architecture and conventions are agreed up front, code lands in your repositories from the first commit, and the IP is yours throughout. The end of the project is a handoff, not a hostage negotiation.
How pricing works
A delivery team is priced the way our embedded engineers are priced: flat, monthly, per engineer.
The team rate is the sum of flat monthly engineer rates. There is no fixed bid padded for estimation risk, and no change-order negotiation when scope shifts — a scope change moves the timeline conversation, not the contract.
You can scale the team up or down at monthly boundaries as the project moves through phases. The scoping call ends with a concrete team size, milestone plan, and rate for your project.
What the rate includes
- The named engineering team, individually vetted for the project and the environment
- A senior SD delivery lead accountable for milestones and day-to-day management
- Weekly demos of working software and an always-open shared backlog
- Contracts, payroll, equipment, and the employment relationship with every engineer
- A clear path at the end: handoff into your team, ongoing operation, or embedded engineers
How a delivery engagement runs
Four stages, each designed to keep the work visible and the ownership clear.
Book a Project Scoping Call
We walk through what you want built, the constraints around it — stack, data sensitivity, integrations, compliance — and what done means for the first milestone.
Review the delivery plan and the team
You get a milestone plan, the named engineers proposed for the team, and a flat monthly team rate. Every engineer has passed the same vetting used for embedded placements.
Build with weekly demos
The team builds in your repositories, to the standards agreed up front. Every week you see working software, and the backlog stays open to you between demos.
Hand off or keep going
At the end: a documented handoff into your team, ongoing operation by Silicon Development if you have no team to hand it to, or a transition to embedded engineers if the product needs a permanent team.
Who managed product delivery fits
The model works in some situations and not in others. The honest list is short.
Strong fit
- A defined product, feature, or system you want built end to end without standing up an internal team for it
- Teams that need engineering output before they have the management structure to absorb embedded engineers
- Founders and product leaders who want weekly visibility into the work without running day-to-day engineering management
- Regulated or data-sensitive environments where the delivery team has to meet real compliance and security constraints
Not the right fit
- Ongoing capacity inside an existing team and workflow — that is staff augmentation, the other way to work with Silicon Development
- Exploratory work with no one on your side empowered to make product decisions
- Lowest-bid projects where hitting a price matters more than the system being maintainable
- Work outside core software, data, DevOps, AI, and cloud engineering
If the real need is engineers working inside your own team, workflow, and review loop, that is staff augmentation — the model most Silicon Development engagements use.
Review staff augmentation →The bench behind delivery teams
Delivery teams are staffed from the same vetted engineers embedded in these environments today.
Healthcare Data & Analytics
Healthcare Analytics Platform
A 6+ year embedded engineering partnership supporting clinical quality measures, platform modernization, and long-term delivery continuity in a regulated healthcare environment
Read case study →BioPharma
BioPharma AI Platform
A biotech company needed to turn RNA splicing research into a commercial SaaS platform for pharmaceutical clients. SD embedded a 10-person team to build it.
Read case study →LegalTech / FinTech
Enterprise Litigation Platform
A litigation platform serving major financial institutions needed embedded engineering capacity to build regulated workflows, document automation, and compliance tooling. SD provided a 7-person team for two years.
Read case study →Questions teams ask about managed delivery
The useful questions are about ownership, visibility, and what happens at the edges of the engagement.
- Who owns the code and the IP?
- You do, from the first commit. The team works in your repositories — set up in your name if you don’t have them — under Silicon Development’s contractual and legal framework, so there is no handoff cliff and no vendor lock at the end.
- Who manages the engineers day to day?
- Silicon Development does. A senior SD engineer leads delivery, runs the day-to-day, and is accountable for milestones. You own product decisions and review progress weekly.
- How do we see progress?
- Working software every week. You get weekly demos, a shared backlog you can open any day, and direct access to the engineers building the product. No status-report theater.
- How is it priced?
- A flat monthly team rate, built per engineer per month — the same economics as our embedded engagements. No fixed bids padded for risk and no change-order negotiations. When scope shifts, the conversation is about the timeline, not a renegotiation.
- Can this work in regulated environments?
- Yes. Silicon Development scopes the compliance, security, and data-access constraints of the environment before the team is proposed, the same way we do for embedded engagements in SOC 2 and HIPAA contexts.
- What happens when the project ends?
- Three paths: a documented handoff into your team, ongoing operation by Silicon Development, or a transition to embedded engineers through staff augmentation. Clients without a technical team usually have us keep running what we built — hosting, maintenance, support, and improvements — under the same flat monthly structure, scaled to what the platform needs.
Have a product that needs to get built?
Share what you want built and the environment it has to live in. Silicon Development will tell you whether the model fits, what the team should look like, and what the first milestone should prove.