Engineers who run factories replace engineers who do not.
Everyone else selling this will promise you that nobody loses their job. We will not, because it is not true. Here is what is: the engineers who learn to operate the factory end up with more leverage than any team you could hire, and the ones who never move are the part it absorbs. Your backlog stops waiting on whoever is free that week either way.
Adapt or be replaced
The work concentrates at two gates. Own them.
When a factory runs your delivery, the human work collects in two places: deciding what gets built, and judging what comes back. Engineers, testers, and analysts who own those gates — writing the specifications, setting the standards the machinery then enforces, auditing the output like an adversary rather than a colleague — become the highest-leverage people in the company, because one of them now directs a fleet. The people who only ever did the part in between are the part the factory absorbs. That is not our opinion of your team; it is what happens wherever one of these gets installed, and the teams that move first compound the lead over the ones that wait. Pretending otherwise would insult people who know exactly what they do all day.
Your tools
Operated from the tools your team already runs.
The tickets stay in Jira or Linear, the specs in Confluence or Notion, the conversation in Slack or Teams — and flipping a ticket to ready is the whole handoff. Our forward-deployed engineers build the factory alongside your team, inside your repositories, and what they leave behind is the machinery and the working knowledge to run it, not a report. That is a self-driving team: your engineers choose the destination, the factory does the driving, across the whole software development lifecycle.
What actually breaks
The failures are not the ones you are bracing for.
Your engineers will ask what goes wrong, and the honest answer is not that it writes bad code — they have seen the output and it is usually fine. It is that three habits they rely on stop working at exactly the moment the volume arrives. Nobody can meaningfully review what a fleet of agents produces, so review stops being the thing that catches defects and has to be told what it is still for. A standard written into an instruction file gets followed almost always, which looks like working until enough runs are happening that almost always means broken constantly. And a permission an agent does not have is worth very little if it can ask another agent that does have it. Building for those three is most of the work — and they are exactly the parts the engineers who adapt end up owning.
Start small
One repository first — not the whole codebase.
You do not have to bet the codebase to find out whether this holds. It starts at one repository or one service — a bounded piece your team already knows — and earns its way into the next only after you have watched it work on the first. The commercial side is the same one we offer everywhere: while the tooling is being set up, your money goes to your own tools, billed at cost on your own accounts; once it is running, we estimate a monthly retainer to keep it running, staffed, and up to date. And if you would rather hear the argument before committing to anything at all, the first consult is free.
Stack, our factory mascot, piling finished blocks higher — your engineers set the intent, the factory does the typing.
Plain language
Plain answers to the words we use on this page
forward-deployed engineers
Engineers who work embedded inside your business rather than from an outside office — discovering, scoping, building, integrating, and running software against your real workflows — and whose job is measured by the working system they leave behind, not the hours they bill.