Engineering Scale
Design for Velocity
As companies experience accelerated demand or prepare for aggressive growth, they face the complex challenge of scaling their engineering teams quickly. Without holistic planning, it’s easy to dilute culture, lose key talent, or compromise delivery velocity without realizing the impacts until it’s too late. Common symptoms include:
- Slowed product delivery due to scaling bottlenecks
- Talent churn from unclear career paths or overburdened teams
- Inconsistent engineering practices across teams
- Misalignment between technical and business strategy
- Difficulty attracting and retaining high-caliber engineers in competitive markets
Are you challenged by one or more of these already, or do you need guidance on how to avoid them?
Achieving the Right Outcome
- We help high-growth companies scale their engineering capabilities in alignment with their business goals—fueling exponential increases in revenue and profit. Our approach ensures this growth is sustainable by embedding cultural health, people-centric practices, and organizational design that attract, engage, and retain top-tier talent.
- With Pilot & Rutter, you get the guidance based on practical experience scaling teams combined with the ingenuity to solve for your specific business challenges and craft a “best place to build” for top talent.
- Leveraging our experience on both the engineering and management side, we provide a path to reach your business growth goals while bettering the Developer Experience (DevEx).
Client Success
Organization: Business IT solutions and services company
CHALLENGE: The delivery organization faced a 100% revenue growth target and plans to double headcount by 60 engineers. However, a history of aggressive growth had eroded engagement and culture, increasing attrition risk and resulting in inconsistent delivery.
SOLUTION: Partnering with executive leadership, we identified two core issues:
- The reliance on top-tier engineers was unsustainable due to rising acquisition costs.
- Hiring delays were overloading existing staff, impacting morale and delivery quality.
We implemented a two-part plan:
- Increased bill rates to reduce utilization pressure, freeing time for community-building, training, and innovation.
- Shifted the sales model from individual “unicorn” engineers to team-based engagements, enabling the hiring of junior talent.
This approach allowed for rapid onboarding and upskilling through structured training and peer learning.
RESULT: The new model created space for communities of practice, improved delivery consistency, and strengthened culture. Revenue doubled with fewer hires than projected, while employee engagement significantly improved.
Delivery Considerations
Engagement Overview
CONTACT US
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about our approach, we’re here to answer any questions.