Teams commit to a fixed overlap window with US business hours — typically 4+ hours of daily overlap covering the US morning — for standups, reviews and live problem-solving. US-based account management handles anything needing same-hour response. Async handoff is deliberate rather than accidental: work queued at the end of the US day is picked up overnight and ready for review the next morning.

Start with a scoping call covering your goals, existing systems, timeline and budget range. Within roughly a week you receive a written proposal with recommended team composition, phased delivery plan, timeline and cost. Most engagements can begin within 2–3 weeks of signing, and many clients start with a small paid pilot before committing to a longer contract.

2006, starting as a small engineering team in Dhaka. The company has since grown into a globally distributed software and IT services organisation serving clients in 30+ countries, and now trades publicly as Brain Station 23 PLC.

850+ in-house full-time engineers across disciplines including backend, frontend, mobile, DevOps, QA, data, AI/ML, UI/UX and XR, working across 100+ technologies. Because the team is in-house rather than a contractor bench, engineers can be reassigned across projects without a new hiring cycle.

CMMI Level 3 appraisal, ISO 9001 for quality management systems, and ISO 27001 for information security management. CMMI Level 3 in particular means development and support processes are documented, standardised across the organisation, and audited — not reinvented per project.

More than 100 clients across 30+ countries since 2006, ranging from early-stage startups to Fortune 500 enterprises. Client relationships frequently run multiple years, with initial single-project engagements expanding into ongoing delivery partnerships.

Yes. Named clients include British Telecom, PayPal, Telenor, Axiata, British American Tobacco, JTI, HSBC and MetLife, alongside major telecom and financial institutions. Enterprise engagements typically involve procurement review, security assessment and formal SLAs, all of which the company is set up to handle.

United States, Germany, Malaysia, the United Arab Emirates, Japan, and Bangladesh, with the main engineering centre in Dhaka. The US office provides local account management, contracting and oversight for North American clients.

Fixed-price suits well-defined scope where requirements are unlikely to shift — you agree deliverables and cost upfront, and the vendor absorbs estimation risk. Time and materials suits evolving products where scope is discovered during build; you pay for actual hours and keep the freedom to change direction. Most product work starts fixed-price for discovery and a first release, then moves to T&M or dedicated team.

You get named engineers working exclusively on your product, billed monthly, reporting into your process and rituals. Unlike agency project work, the team persists — context accumulates rather than resetting between engagements. It suits companies building an ongoing product rather than shipping a one-off deliverable.

Staff augmentation places pre-vetted engineers inside your existing team, under your management and your process. Use it when you know exactly what to build and how, and the constraint is engineering capacity rather than direction. Use a full project team instead when you need someone to own architecture, planning and delivery outcomes.

Engagement minimums vary by model. Dedicated team and staff augmentation arrangements typically run on a minimum monthly commitment; fixed-price projects are scoped against deliverables rather than duration. Short paid pilots are available to de-risk a first engagement.

Yes. Because engineers are in-house rather than contracted per project, capacity can be added within days rather than the weeks a new hiring cycle takes. Scale-downs follow the notice period in the contract. This flexibility is the main structural reason companies choose a dedicated team over direct hiring for uncertain roadmaps.

Yes — a small, scoped, paid pilot is a common way to start. It gives you real evidence about code quality, communication and delivery pace before committing to a longer engagement, and gives the team real context about your systems before estimating larger work.

Engineering, QA, project management, DevOps setup and a defined post-launch support window are typically included in the quote. Third-party costs — cloud hosting, licences, paid APIs, app store fees — are usually billed at cost or paid directly by the client, and are itemised separately in the proposal so there is no ambiguity later.

Agile delivery using Scrum or Kanban depending on the engagement, with two-week sprints as the default. Each sprint ends with a demo of working software and a planning session for the next. CMMI Level 3 process maturity sits underneath this, meaning the practices are standardised organisation-wide rather than dependent on which project manager you get.

You get access to the same project board the team works from, a sprint demo of working software every two weeks, and a written status summary at an agreed cadence. Daily standups are open to client attendance. Progress is measured in shipped functionality rather than hours logged or percentage-complete estimates.

Jira, Azure DevOps, Trello or your existing tracker — the team adopts your stack rather than forcing its own. Communication typically runs on Slack or Microsoft Teams with a shared channel, and code lives in your GitHub, GitLab, Bitbucket or Azure Repos organisation.

Change requests are documented with an impact assessment covering cost, timeline and any downstream dependencies, then approved before work starts. On time-and-materials and dedicated team engagements, reprioritisation happens at sprint boundaries at no contractual cost. On fixed-price engagements, material scope changes are quoted as an addendum.

On fixed-price engagements the agreed price holds for the agreed scope — overruns caused by estimation error are the vendor's cost, not yours. Delays are surfaced at the sprint they become visible rather than at the deadline, with a recovery plan attached. Anything driven by scope change or client-side dependency is documented as it happens rather than argued about at the end.

Mandatory peer code review before merge, automated testing in CI, static analysis, and defined coding standards per stack. A separate QA function tests independently of the developers who wrote the feature. You have full repository access throughout, so quality is inspectable in real time rather than asserted at handover.

Yes. Dedicated QA engineers handle functional, regression, integration, performance and security testing, with test automation built alongside the product rather than retrofitted. QA capacity is scoped into the team composition in the proposal, not billed as a surprise line item later.

A defined warranty period covering defect fixes at no additional cost, followed by an optional support and maintenance agreement for ongoing monitoring, updates, security patching and enhancements. Support tiers and response-time SLAs are agreed before launch rather than negotiated during an incident.

Yes. Technical documentation, architecture diagrams, API references, deployment runbooks and environment setup guides are delivered as part of the engagement. Where a client is taking delivery in-house, structured handover sessions with the engineering team are included so the transfer is not a zip file and a phone number.

Across 100+ technologies including .NET, Java, Python, Node.js, PHP, Go, React, Angular, Vue, React Native, Flutter, Swift and Kotlin, with data and ML work in Python, TensorFlow and PyTorch. Stack selection is driven by what you already run and what your team can maintain, not by what the vendor prefers to build in.

Yes — including LLM-based applications, chatbots and conversational interfaces, computer vision, predictive analytics, recommendation systems and document intelligence. Engineers are GenAI-trained across the organisation, and AI-assisted development is used internally to accelerate delivery on conventional builds as well.

Yes — native iOS in Swift, native Android in Kotlin, and cross-platform in React Native or Flutter where a shared codebase serves the product better. The recommendation depends on performance requirements, device API access and your long-term maintenance capacity, and is made during scoping rather than assumed.

Yes. Typical work includes moving monoliths to services, migrating on-premise systems to cloud, replatforming off end-of-life frameworks, and building API layers so legacy systems can serve modern front-ends. Engagements normally begin with an assessment phase producing a migration plan and risk register before any code is written.

Yes, across all three, including infrastructure-as-code, containerisation with Docker and Kubernetes, CI/CD pipelines, and cost optimisation. Infrastructure is provisioned inside your own cloud accounts, so you retain ownership, billing visibility and access control throughout and after the engagement.

Yes — integrations with Salesforce, SAP, Dynamics, Odoo, HubSpot and custom internal systems via REST, GraphQL, SOAP, webhooks or message queues. The company is an Odoo partner and delivers on Sitecore and Adobe Experience Manager, so enterprise platform work is in-house rather than subcontracted.

Yes, before any detailed discussion. Mutual NDAs are standard and can be executed on your paper. Where your procurement process requires additional agreements — security questionnaires, data processing agreements, vendor risk assessments — those are handled as part of onboarding.

In infrastructure you control. Code sits in your repository organisation and applications run in your cloud accounts, with the team given scoped access that is revoked at engagement end. Where a client has data residency requirements, the delivery model is arranged to meet them.

You keep everything. Code is already in your repositories, infrastructure is already in your accounts, and access revocation is a client-side action rather than a vendor concession. Offboarding includes documentation handover and knowledge transfer sessions, and the terms are written into the agreement upfront rather than negotiated at exit.

Engineering is delivered by in-house full-time employees rather than a freelancer bench. Where a niche specialisation is genuinely required, any external involvement is disclosed and approved in advance rather than routed silently through the contract.

The recurring failure modes are communication lag, unclear accountability, quality variance and knowledge concentrated in people who leave. The structural answers are a US entity you contract with, guaranteed daily overlap hours, in-house employees rather than contractors, CMMI Level 3 standardised process, client-owned repositories, and documentation as a deliverable. Any vendor can promise quality; these are the arrangements that make it inspectable.

The trade-off is cost and scaling speed against physical proximity. A US-only agency gives you same-timezone availability at US rates and US hiring constraints. Brain Station 23 gives you a US contracting entity and US account management with an 850-engineer in-house team behind it, meaning capacity changes in days rather than months. If your work requires frequent on-site presence, a local agency is the better fit — and that is worth saying plainly.

Build in-house when the software is your core product, the roadmap is long, and you can absorb 3–6 months of hiring plus salary, benefits and management overhead per engineer. Use an agency when you need to start now, when the requirement is finite or uncertain, or when you need specialist skills you cannot justify hiring permanently. Many companies do both — an in-house core with an agency team for surge capacity.