Choose the delivery model, decide what you manage, and know what evidence to ask a provider for
Quick answer
Outsourced engineering is the use of an outside provider to supply software engineers or engineering delivery, through a dedicated team, staff augmentation, a project-based agency or a freelancer marketplace. Connext provides the dedicated model: client-approved engineers embedded in the product team, with Connext handling employment and in-country support.
Most buyers compare four ways to add engineering capacity. The right one depends on how much direction you can give and how long the work lasts.
Whichever provider you pick, write down who owns each item before work starts.
A provider cannot prove technical fit for you. Define the standard, then test every candidate against it.
Connext adds its own candidate assessments before you see anyone, and the scores come in each candidate packet. Treat those as a filter. Your own test is the decision. Connext does not keep a fixed stack list. Engineers work in the client's systems, so recruiting is calibrated to the stack and systems the client names in the job description.
An engineering team carries product knowledge: why the architecture looks the way it does, which part of the code is fragile, what the last incident taught.
Rotating contractors take that knowledge with them. Dedicated employment keeps the same engineers on your product, and co-management gives them HR and retention support so you are not managing it yourself. Company-wide, 94% of Connext hires are still on the job at 90 days and 91% at six months. That figure covers all roles, not engineering alone.
Delivery depends on role availability and fit in each location, so no location is available for every role.
Time-zone overlap matters most for working with US product managers. Ask any provider which hours the engineer will be online, not only where they sit.
Connext's benchmarks are candidates presented in one to two weeks and typical starts in two to three weeks. These are company benchmarks across roles, not engineering guarantees; senior or specialist roles can take longer.
The model in writing: who employs the engineers, and who directs the work. Your approval right over every engineer, and your own technical test. A named replacement process if an engineer leaves, with timelines. IP ownership and confidentiality terms.
Device, access and offboarding procedures, and who performs each step. Security certifications with their scope, and the latest report under NDA. Incident notification responsibilities and timelines. An engineering reference or case study, not a generic staffing one.
A CTO or engineering lead who can direct the work.
A CTO or engineering lead who can direct the work.
A fixed-scope project with no engineering leader to direct it. A project-based agency fits better.
A one-week task or prototype. A freelancer marketplace fits better.
A need for a provider to own the architecture and delivery risk.
Patients call about pain, and they do not wait for office hours to do it.
A missed call at six is a patient who books somewhere else, or an emergency that is worse by morning. Extending the hours is a staffing question long before it is a technology one.
Books appointments, works the recall list and chases the patients who never rebooked, which is the cheapest production a practice can recover.
Answers what the plan covers before the patient sits in the chair, so the front desk is not on hold with a payer while a waiting room fills up.
Connext delivery centers in the Philippines, Colombia, Mexico and India cover the languages your patient base speaks.
Most buyers compare four ways to add engineering capacity. The right one depends on how much directionyou can give and how long the work lasts.
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