Offshore delivery, without the trade-offs
What we do
Build your product offshore with lower risk and full team ownership, led from Australia.
Dedicated top-tier talent, disciplined delivery and greater control — shaped around your ways of working.
We help founders and technology leaders scale offshore with confidence and the right quality while protecting your IP, long-term ownership and flexibility.
With an Australian tech partner who actually knows what good looks like.
The challenge
Building an offshore team with low risk isn’t simple.
You need the top talent, not the cheap compromises.
You want offshore cost benefits without the uncertainty of unfamiliar markets or inconsistent delivery quality.
You prefer to scale with a tech partner but without giving up ownership or creating long-term lock-in.
Our approach
A disciplined approach to building teams and products offshore
We specialise in building, integrating and managing high-calibre product engineering teams that work as natural extensions of yours, with the ways of working and cultural alignment needed from day one. Shaped by two decades working with Australian startups, scale-ups and enterprises.
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01. Talent
Precise recruitment to client needs and for cultural alignment. Target top tier candidates, stay away from average.
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02. Delivery
Integrated offshore ways of working. Predictable cadence and communication.
Product and delivery management (optional).
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03. Culture
‘One Team‘ mentality from Day 1. Healthy product and engineering culture. Integration through team building and social events.
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04. Ownership
Total IP / team protection: team fully dedicated to you, no roll-offs or rotations clause, option to bring it in-house.
Offshore vs local
How does it compare to my team in Australia?
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Recruited to your specs
Screened for cultural fit
Focus on top tier talent
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Team starts at 9am AU
100% workday overlap
Ease of direct travel
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Native spoken English
Collaboration and empathy
Strong work ethics
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Team fully dedicated to you
“No roll-offs” in contract
Option to transfer to you
Two paths. Same foundation.
Choose how you want to extend your capability.
Build Your Team
Own your delivery. We make it work.
For leaders who want a dedicated team that feels entirely theirs — with support to make it productive from day one.
BEST WHEN YOU WANT
✓ Full ownership of the team
✓ Control over day-to-day delivery
✓ On-the-ground help to make offshore work
✓ Build-Operate-Transfer (BOT) option
Build Your Product
Own the vision. We run the delivery.
For leaders who want to focus on their business and need a trusted partner to drive product delivery outcomes.
BEST WHEN YOU WANT
✓ A partner accountable for outcomes
✓ Product delivery leadership in Australia
✓ Disciplined ways of working (our approach)
✓ A partner model that retains the team
Pick the right fit
Compare the models
Build Your Team
Best for long-term capability
You own day-to-day delivery
We own offshore integration + ongoing support
Management load as usual
Cost profile ~½ of AU employee
Build Your Product
Best for delivery outcomes
You own product vision
We own product leadership + delivery management
Management load lower than usual
Cost profile ~½ of AU consultant
The right location
Why we chose the Philippines
Built for long-term teams
We chose the Philippines for its unique combination of technical talent, strong communication and preference for long-term employment.
The market has a large English-speaking engineering workforce, a long track record working with global products and services companies and a culture and work ethics well suited to collaborative, distributed teams.
Timezone alignment with Australia, direct travel options and ease of collaboration reduce overhead and delivery risk, making it a practical location for building long-lived, integrated teams.
“We started Pragmateam with the idea of working with like-minded people and forming strong partnerships with clients to help them deliver better.”
Juliano Bersano | Founder, Managing Director
Questions we’re often asked
FAQs
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BPOs and EORs focus on operations: payroll, compliance and office space. Consultancies focus on value delivery, but retain control over teams and staffing. We sit in between. We help you build and also run a dedicated product team that works as part of your business, not ours, while reducing the risk of offshoring, talent acquisition and setting it up alone. The team is long-lived (no rotations) and built with ownership and optional transfer for peace of mind.
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Hiring directly can work, but it assumes local market knowledge, experience running distributed teams and the time to do it and absorb early mistakes. A partner reduces the risk and effort upfront while keeping long-term ownership intact. You have someone with the right talent acquisition, offshore and delivery expertise guiding you and your local team on how to make it work. The model lets you move faster, learn safely and have constant delivery and operational support without any IP risk.
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While the Philippines works well for Australia and parts of Asia-Pacific, we’ve built and run these models from Brazil for timezone alignment with the U.S. or UK and we still offer that as an option. The underlying approach stays the same: dedicated teams, strong integration and clear ownership, helping build your team or product from there.
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Because we don't rely on vendor lock-in. Clients are rightly cautious about losing IP or being trapped in vendor relationships. We remove that fear deliberately. Teams don’t rotate internally and transfer is always an option. This ensures that the time, knowledge and context built inside the team never become a liability. If we continue working together, it’s because we’re adding value, not because you feel hostage to the relationship.
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You own the outcomes and the work from day one. The team is fully dedicated to you and contractually protected from rotation or reassignment. We handle recruitment, employment, delivery oversight, operational support, offshore integration and — if you want — product and delivery management. But the intent is always that this feels and behaves like your team, not a vendor’s. If you ever need to take the team in-house, a clear and pre-agreed transfer path exists, removing long-term dependency and IP risk.
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Many well-known companies run their engineering teams from the Philippines today. Australian examples include corporates such as ANZ and Macquarie Group and tech companies such as Freelancer.com, SiteMinder, Lendi, Sandstone Technologies and ELMO Software. Global companies such as Zoom, Revolut, ING and Karbon also have established software and product engineering teams there. This shift reflects confidence in the maturity of the talent pool and the viability of the Philippines for long-term product development, and not just for customer service and supporting functions.
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Over 20 years, across Australia, India, China, Philippines, U.S., UK and Brazil. That includes working inside the offshore team, building new teams from scratch, integrating them successfully with the local operations and running product delivery long-term. We’ve seen what works and what fails across different cultures, markets and maturity levels. That experience is what allows us to understand and execute on the many things that make integration work well and leads to teams actually performing in real product environments.
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Most offshore risk comes from poor hiring, weak integration, unsuitable ways of working and unclear accountability. We reduce risk by recruiting top talent with both technical and communication skills, aligning ways of working early, integrating offshore into the organisation and embedding delivery discipline from day one. Teams work within your rhythms, tools and standards, not generic offshore processes. This avoids the “remote silo” effect and helps offshore teams perform at the same pace and quality as local ones.
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Until about a decade ago, most software work in the Philippines was concentrated in large BPOs and focused on low-complexity tasks like support and defect fixing. In the last decade or so, global product companies have built serious engineering teams there, lifting skills, standards and pay. So older experiences might just reflect the market at the time.
Also, there are clearly distinct tiers of talent in the market, with large differences in quality and cost. Teams that optimise purely for cost tend to hire from the average or bottom tiers. A low-cost market should be used to raise quality, not lower standards, so we take advantage of the lower cost base to hire top-tier engineers