We built thecompany we alwayswanted to hire.
Intcel is a software engineering company with one unusual rule: the engineers in the proposal are the engineers on the project, and you interview them yourself. Everything else about how we work exists to protect that promise.
Engineeringisnotsomethingyoucanbuybythehour.Itisarelationshipwithacodebase,aprocessandagroupofpeople.Everyhourspentpretendingotherwisegetspaidfortwice:onceontheinvoice,andoncebywhoeveronyourteamhastotranslatebetweentwowaysofworking.
So we do not sell hours or headcount. We put a team inside your company, use the way you already work, and take responsibility for one part of your roadmap. You can see the delivery numbers the whole time.
Six years,
one rule.
None of this came from a strategy document. Each step is something that kept happening until we finally wrote it down.
- 2019
Four people and one rule
SheridanIntcel began with four engineers who had all just left companies where the team in the sales meeting was not the team on the project. Our first rule was simple: never put someone on a project the client has not met. - 2021
The graft, written down
First embedded teamsThree projects in a row did not feel like consulting, in a good way. So we wrote down what was different: we used the client's process completely, wrote our decisions in their repository, and shared delivery numbers they could check themselves. That became our method. - 2023
We chose regulated work on purpose
Payments, clinical, energyWe moved towards industries where being able to prove what happened is the whole product. These industries reward careful work and punish shortcuts, which suits us. Compliance became part of planning a project instead of a surprise before launch. - 2025
AI, with safety checks built in
We test firstWe opened our AI team with a rule that has cost us money and won us referrals: no project without a target we can measure and a test suite that can block a bad release. We turn down about half of the AI work that comes to us. - Now
Thirty-one teams, one standard
2 officesThirty-one teams are working inside client companies across nine countries today. The company has grown. The rule we started with has not changed.
We own the result, not the ticket
An engineer who closes twelve tickets but moves no business number has done nothing useful. Every Intcel team is told which business result it exists to improve, and reports against that result.
Our first code ships in week one
You do not pay for us to settle in. Access, environment and one small real change go live within the first five working days. It is the fastest way to find out what the brief left out.
Senior people only
Our engineers have about eight and a half years of production experience. We do not put junior engineers on client work to increase our margin. When we train someone, we do it on our own time.
We use your process, not ours
We will share our opinion once. After that we use your board, your branching model and your definition of done. Running two processes in one project is a cost your team pays, not us.
If it is not written down, it did not happen
Decisions live in your code repository as short written records, not in a call nobody recorded. When the project ends, the reasoning stays with the code.
Leave the team stronger than we found it
We measure every team partly on what your own engineers can do after we leave. Locking clients in is a business model, not a standard. It is not ours.
The fastest way to judge
a company is to talk to its engineers.
So you talk to a senior engineer, not a salesperson. Bring us the work that keeps getting delayed.