Software Development for SaaS and Technology Companies

When software is the product, engineering constraints are business constraints. A slow release cycle is a slow feedback loop. An unreliable platform is a churn driver. A missing SSO integration is a lost enterprise deal. Technical decisions taken in year one determine what the commercial team can sell in year three, which is why the engineering conversation in a SaaS company belongs in the same room as the revenue conversation.

We work with SaaS companies at three distinct stages, and the work looks quite different at each. Pre-product-market-fit: building an MVP fast enough to learn from, with enough discipline that it will not need throwing away — which mostly means getting the data model and tenancy right while accepting rough edges everywhere else. Post-PMF scaling: the platform is straining, the team is growing faster than its practices, and the work is about multi-tenancy at scale, performance under real load, delivery pipeline maturity and paying down the debt taken on deliberately during the sprint to fit.

Enterprise readiness: the third stage, where deals stall on a security questionnaire. SSO with SAML and OIDC, SCIM provisioning, granular role-based permissions, audit logs customers can export, data residency options, SOC 2 Type II, uptime SLAs with meaningful credits, and a status page with real incident communication. Each item unblocks a segment of pipeline, and sequencing them against actual deal blockers rather than a generic checklist is worth doing deliberately.

We also do a lot of usage and billing work, because it is chronically underestimated. Usage-based pricing means metering events accurately enough to invoice against, handling proration and mid-cycle plan changes, reconciling metered usage with the billing provider, and giving customers visibility into their consumption before the invoice arrives. Billing disputes erode trust quickly, and the engineering to prevent them is not trivial.