We build you a team you keep — agencies just rent you theirs.
Rawzor finds, technically vets, and onboards the specialists your build actually needs — then hands them over. You own the team. You own the payroll. We own the outcome of getting them right.
Not a pitch — a working conversation about what your build needs and where the gaps are.
The problem, plainly
I can't technically vet the people I'm hiring — I don't know who's genuinely strong and who just interviews well.
We made a bad hire and lost four months. I can't afford to get it wrong again.
Agencies lock me into their bench. I want to own my team, not rent someone else's.
I need to scale — but I don't have the process, the network, or the time to do it properly.
I want someone who'll actually care whether the hand-off works, not disappear after placement.
A bad technical hire isn't just a sunk cost — it sets the timeline back and demoralizes the people around them. Vetting is a technical judgment call, not an HR function; if nobody senior owns it, every hire is a coin flip. That's the one thing this practice does: we build your team and hand it over — we don't rent you developers.
I've been building software since 1999 — long enough to know what the wrong person in the wrong seat does to a team: a morale problem, a timeline problem, sometimes a trust problem that takes months to repair. The teams I'm proudest of aren't the ones that shipped the most lines of code. They're the ones where we found the right people, got them working together, and then stepped back — and the work kept getting better without us in the room. That's what building looks like. Not renting. Not placing. Building — and handing it over.
Is this right for you?
Team building is usually the right call when
- You have — or are ready to own — a team: headcount, payroll, contracts. What you need is the right people in it.
- You can't reliably vet technical candidates yourself, and can't afford to keep getting it wrong.
- You want a team that stays, not contractors who rotate.
- You've been burned by agencies that rented you a bench and called it "staffing."
- You're scaling past the point where informal hiring works.
- You want the process documented and handed over — not an ongoing dependency on Rawzor.
Probably not a fit when
- You need a fully managed dev team on a monthly retainer — that's our Delivery Management practice, not this one.
- You're still figuring out what you need to build — the Delivery Turnaround track is the better starting point.
What we do — and what makes it different
Building a technical team isn't recruiting. It's knowing what the role actually needs, what good looks like in that context, and making sure the person lands well — a technical judgment call, not an HR function.
Understand the build and the gap
Before we touch a job description, we map the technical context — architecture, stack, team dynamics, stage of the product.
A brief from the work, not a template
Source from the right places
Not job boards. Your specific role, your specific need — people who've actually done this, in environments close enough to yours to matter.
Vet them properly
Technical interviews run by people who can assess the actual skill — not just whether someone can talk about it. Plus how they communicate, handle ambiguity, and fit the team you already have.
No more guessing who's genuinely strong
Onboard them into your context
A good hire who lands badly is still a problem. The first weeks are structured — clear expectations, early wins, feedback loops.
Hires that land, not just start
Hand it over
The team belongs to you. We don't create dependency — we create a self-sufficient org that runs without us, hiring playbook included.
A team that doesn't need us
Sachin Garg — who leads every Rawzor engagement — shapes each hiring brief from the technical context and stays accountable for the vetting call. Technical interviews are run by people who can assess the actual skill, not just the conversation about it. And every hire we place goes on your payroll, under your direction, as your people. We build your team and hand it over — we don't rent you developers.
What this looks like in practice
13 people → 4, at roughly 2× delivery
On a US telehealth/VoIP product, we right-sized a distributed engineering org from ~13 people across three countries to a tight four-person remote team over ~3 years — roughly doubling throughput while cutting cost. The key: consolidating five native codebases into one shared hybrid app. Less bench, more output — and a team the client actually owned.
Stalled 9 months → shipped in 2
A self-hosted AI project sat stuck for nine months. The real problem wasn't the technology — it was the wrong people in the wrong roles. We recruited the right specialist team members and shipped in two months. The right team is always the fastest fix.
Distributed teams built and handed over
Tech, e-commerce, virtual events, and consumer AI — different stacks, different stages, same discipline: find people who are genuinely good, get them running, and leave the client with something that doesn't depend on us.
Real engagements — clients described generically, never named.
Not a pitch — a working conversation about what your build needs and where the gaps are.
Book a Team & Org Scoping Session →How we work — build the team, hand it over
Four phases. The last one is the whole point.
- 1
Discovery & Assessment
The Team & Org Scoping Session
Understand the build, the gaps, the culture, and what each role actually needs to succeed. The brief comes from the work — architecture, stack, stage — not a template.
- 2
Quick Wins & Foundation
Source, shortlist, and assess the first round. The hiring process and evaluation criteria go in writing, so nothing is guesswork.
- 3
Scale & Optimize
Place the right people, manage the onboarding — clear expectations, early wins, feedback loops — and iterate on early signals from the team.
- 4
Transition & Hand-off
The goal from day one
The team is yours. Knowledge transfer complete, the hiring playbook documented, and Rawzor steps back. That's not the end of the engagement — it's what we were building toward.
The whole model in one line: we build your team and hand it over — we don't rent you developers.
We make ourselves replaceable — in this practice, that's not a footnote. It's the deliverable.
Book a Team & Org Scoping Session. We'll talk through the build, the gaps, and whether this is the right fit — and if it isn't, you still leave with a clearer brief. No pitch, no pressure.
Book a Team & Org Scoping Session →Start with a scoping session. On purpose.
Team & Org Scoping Session
Fixed scope, fixed price
A working conversation about what your build actually needs and where the gaps are. If we're the right fit, we scope the engagement together. If we're not, you leave with a clearer picture of what you're looking for — still worth the hour.
Book itTeam Build & Hand-Off
$3–6K per role · orchestration fee
Scoped per hire, minimum 3-month horizon — long enough to see whether the hire is actually landing — and always bundled into a leadership or Delivery Management engagement, never a standalone placement fee.
We don't bill for CV forwarding — we bill for getting the right person into the right seat. And we bill only for the exact time we work: no inflated retainer to cover a bench you're not using.
Fair questions
Is this staff augmentation?
No. We find, vet, and onboard your hires — people who join your team, on your payroll, under your direction; we don't rent you developers, and we don't rent you a Rawzor bench either. Rawzor's job is to make that happen well. Then we leave.
What if the hire doesn't work out?
Onboarding is structured to catch early signals, and we stay involved through the first weeks precisely so problems get addressed before they compound. We're not placing and disappearing.
Can't I just use a recruiter?
A generalist recruiter sources. We source, technically vet, onboard, and hand over. If you know exactly who you need and just want CVs, a recruiter is cheaper. If you need to be sure you actually end up with the right team — that's a different job.
How is this different from hiring through an agency?
An agency's incentive is to keep you dependent on their people. Ours is the opposite: we're done when your team doesn't need us anymore. The hand-off is the product.
Find out what your team actually needs — and who
Book a Team & Org Scoping Session. We'll talk through the build, the gaps, and whether this is the right fit — and if it isn't, you still leave with a clearer brief. No pitch, no pressure.
Email works best right now — write a couple of lines about where things stand and you’ll get a real reply from a real person, usually within a day.