When people hear "nearshore team," they often picture a staffing agency sending over individual contractors. A managed-delivery model is something different: a cohesive, accountable team with its own operating rhythm, embedded into your delivery process. Here's how TTMS structures one.
We start from the outcome, not the headcount. A typical dedicated team blends the roles the work actually needs:
The mix flexes as the work evolves - you're buying a delivery capability, not a fixed org chart.
Every engagement has a Swiss-based account owner. They are your single point of accountability for scope, commercials, and escalation - same timezone, same business culture, same language. The engineering happens in Poland; the relationship is managed in Switzerland. This split is deliberate: it removes the "lost in translation" risk that sinks most offshore arrangements.
The team plugs into your rituals rather than imposing its own. In practice that means:
A managed model lives or dies on visibility. We run on the metrics you already care about - delivery flow, throughput, quality signals, and clear sprint outcomes - with regular service reviews that keep the commercial and delivery picture honest. No black boxes, no surprises at invoice time.
The model is designed to start small and grow with confidence. Validate with one team and a clear workstream; scale to multiple teams once the delivery quality is proven. Because the team is managed as a unit, ramping is a planned motion, not a frantic re-hire.
The goal is simple: a Poland-based team that operates as a true extension of your engineering organisation, with a Swiss partner accountable for the outcome.
Curious how this would map onto your delivery setup? Let's scope a team together.
