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AURTIV SERVICES / 11 SPECIALIST CAPABILITIES

The right expertise. A team ready to contribute.

Choose specialist capacity, a permanent hire or a dedicated team around the work you need to deliver. Assessment and onboarding connect the hiring brief to useful contribution.

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THOUGHTFULLY CONNECTED.BUILT AROUND YOUR WORK.Discover more ↓

A connected engagement

Choose a starting point.
Connect what comes next.

Choose specialist capacity, a permanent hire or a dedicated team around the work you need to deliver. Assessment and onboarding connect the hiring brief to useful contribution. The groups below show complementary capabilities. Choose a focused assignment or combine them into a scoped delivery plan.

01 / CONNECTED CAPABILITIES

Build your team

Talent & Teams / 01

IT Contract Staffing

Source technical professionals for defined contractual assignments and project durations.

Let’s discuss this capability ↗︎

Add specialist capacity for a defined period.

Contract staffing supports a time-bounded requirement such as a delivery milestone, temporary skills gap or period of increased workload. The brief should distinguish the work to be owned from the technologies a candidate has encountered. We help define the assignment, assessment and onboarding so a new specialist can contribute within your team’s delivery process.

IN PRACTICE

Cover a critical implementation phase

Illustrative engagement

01 / THE STARTING POINT

The challenge

A product team needs additional backend capacity for an integration milestone without assuming a permanent role is required.

02 / THE WORK

Our approach

Agree responsibilities, duration, working arrangements and assessment criteria. Review relevant delivery experience, then plan repository access, a first assignment and the person responsible for technical feedback.

03 / THE DIFFERENCE

How it helps

The intended benefit is usable capacity at a known point in the plan. Measure time to contribution and assignment outcomes rather than the number of profiles submitted.

Explore delivery guidance & success measures

Build it thoughtfully

  • Define supervision, availability and the end-of-assignment handover before onboarding.
  • Assess the skills needed for the actual assignment and document any gaps openly.

Know what good looks like

  • Time to contribution: elapsed time from start to an accepted piece of work.
  • Assignment fit: delivery feedback, continuity and completion of agreed responsibilities.

Can a contract be extended?

An extension depends on business need, specialist availability and revised terms. Discuss it before the end date so delivery and knowledge transfer can be planned.

Talent & Teams / 02

Permanent IT Recruitment

Find and assess candidates for full-time technical roles employed directly by the client.

Let’s discuss this capability ↗︎

Hire for the responsibilities that will last.

Permanent recruitment is a decision about enduring capability, not only an immediate vacancy. We clarify the role’s expected outcomes, seniority and collaboration needs, then align sourcing and assessment to those requirements. A clear brief helps candidates understand the opportunity and gives interviewers a consistent basis for discussing evidence.

IN PRACTICE

Recruit a senior application engineer

Illustrative engagement

01 / THE STARTING POINT

The challenge

A growing team needs an engineer who can deliver features and help improve technical decisions over time.

02 / THE WORK

Our approach

Define first-quarter responsibilities, essential skills and the scope of technical ownership. Use a relevant work discussion and structured interviews, consolidate feedback and coordinate the offer and onboarding handoff.

03 / THE DIFFERENCE

How it helps

Hiring decisions become easier to explain when each stage answers a specific question. Review early role alignment with the hiring manager after joining.

Explore delivery guidance & success measures

Build it thoughtfully

  • Separate essential capabilities from skills that can reasonably be learned after joining.
  • Use consistent evaluation criteria and evidence-based feedback across candidates.

Know what good looks like

  • Hiring process: qualified progression, interview turnaround and offer acceptance.
  • Role alignment: manager and new-hire feedback against the original responsibilities.

Can you guarantee a successful permanent hire?

No assessment can guarantee future performance. A clear role, relevant evidence and a structured onboarding plan improve the information available for the decision.

Talent & Teams / 08

IT Staff Augmentation

Add individual engineers to your existing team while retaining your delivery priorities and direction.

Let’s discuss this capability ↗︎

Extend your team while retaining delivery direction.

Staff augmentation adds specialist capacity to a team you continue to direct. It works best when the backlog, technical leadership and review process are already clear enough for additional people to contribute. We help define the missing skills and working arrangement, while making responsibility for prioritisation and acceptance explicit.

IN PRACTICE

Expand a team for a roadmap milestone

Illustrative engagement

01 / THE STARTING POINT

The challenge

A delivery team has a defined backlog but lacks frontend and testing capacity for the next release phase.

02 / THE WORK

Our approach

Map the capacity gap, agree role boundaries and align new specialists with existing ceremonies and review standards. Plan starter tasks and pairing so context transfer happens before critical work is assigned.

03 / THE DIFFERENCE

How it helps

The team can add capacity without creating a disconnected delivery process. Track accepted work and coordination overhead together.

Explore delivery guidance & success measures

Build it thoughtfully

  • Identify the manager and technical reviewer responsible for each augmented role.
  • Include onboarding and knowledge transfer in the capacity plan instead of assuming immediate full productivity.

Know what good looks like

  • Usable capacity: time to accepted work and dependency on existing team members.
  • Team integration: review turnaround, communication quality and continuity of knowledge.

Who manages the day-to-day work?

In a staff-augmentation arrangement, your team normally owns priorities and acceptance. The exact supervision and coordination responsibilities should be documented in the engagement.

Talent & Teams / 09

Dedicated Development Teams

Assemble a client-specific engineering team with the roles needed for a defined delivery programme.

Let’s discuss this capability ↗︎

Build a team around a sustained delivery stream.

A dedicated development team supports an ongoing product or programme with a defined mix of skills. The model needs more than a list of roles: it requires a shared backlog, decision makers, acceptance criteria and a way to keep knowledge within the work. We help shape that operating arrangement around the scope and delivery horizon.

IN PRACTICE

Create a team for a new customer portal

Illustrative engagement

01 / THE STARTING POINT

The challenge

A business needs coordinated product engineering, testing and release support across multiple delivery increments.

02 / THE WORK

Our approach

Agree the initial team composition, backlog ownership and demonstration cadence. Establish code review, test expectations and a handover repository, then adjust the skill mix as the work becomes clearer.

03 / THE DIFFERENCE

How it helps

A stable delivery group can build context over time. Evaluate useful releases and maintainability rather than treating team size as the outcome.

Explore delivery guidance & success measures

Build it thoughtfully

  • Keep product prioritisation and acceptance ownership explicit on both sides.
  • Plan documentation, rotation and handover so continuity does not depend on one person.

Know what good looks like

  • Delivery progress: accepted increments and the predictability of agreed milestones.
  • Continuity: documentation quality, ownership coverage and onboarding of replacement capacity.

Is the team composition fixed for the entire engagement?

It can be reviewed as needs change, subject to availability and terms. Changes should account for context transfer and the effect on delivery commitments.

02 / CONNECTED CAPABILITIES

Find specialist skills

Talent & Teams / 03

AI/ML Staffing

Specialist hiring support for AI engineers, machine-learning engineers and data scientists.

Let’s discuss this capability ↗︎

Match AI expertise to the stage of your product.

AI and machine-learning roles vary considerably between research, data preparation, application engineering and production operations. We start with the work your team needs to accomplish, then define the balance of modelling, software and domain skills. This avoids treating every AI vacancy as the same role or using a tool list as a substitute for practical capability.

IN PRACTICE

Hire for a model entering production

Illustrative engagement

01 / THE STARTING POINT

The challenge

A team has promising experiments but needs someone who can connect evaluation, serving and operational monitoring.

02 / THE WORK

Our approach

Build the assessment around an example release decision, data-quality issue and production constraint. Review the candidate’s contribution to previous systems and the boundaries of their experience.

03 / THE DIFFERENCE

How it helps

The team can target the missing capability instead of recruiting a broad title. Success is measured against the work the person is expected to own.

Explore delivery guidance & success measures

Build it thoughtfully

  • Distinguish research, ML engineering and AI application responsibilities in the role brief.
  • Ask candidates to explain validation and failure handling as well as model selection.

Know what good looks like

  • Capability match: demonstrated evidence against essential role outcomes.
  • Onboarding progress: agreed technical responsibilities taken on with appropriate support.

Should we hire a data scientist or an ML engineer?

It depends on the bottleneck. Problem formulation and experimentation differ from building a reliable serving pipeline; discovery helps identify whether one role or complementary roles are needed.

Talent & Teams / 04

Agentic AI Developer Staffing

Identify engineers experienced in LLM applications, retrieval, tools and agent orchestration.

Let’s discuss this capability ↗︎

Find engineers who can build controlled tool-using systems.

Agentic AI development combines application engineering with model behaviour, tool interfaces and evaluation. A useful hiring brief should identify the workflows the developer will own and the permissions those systems may exercise. We assess implementation judgement and debugging ability alongside familiarity with agent frameworks.

IN PRACTICE

Extend an internal assistant with business tools

Illustrative engagement

01 / THE STARTING POINT

The challenge

A team needs a developer to move from answering questions to preparing approved actions in connected applications.

02 / THE WORK

Our approach

Use a bounded exercise covering tool contracts, failure recovery and a human approval step. Discuss how the candidate would test incorrect actions, control repeated calls and investigate a failed task.

03 / THE DIFFERENCE

How it helps

The hiring team gets evidence of practical engineering decisions rather than a demonstration that only works on a happy path.

Explore delivery guidance & success measures

Build it thoughtfully

  • Evaluate permissions, state handling and testing rather than framework vocabulary alone.
  • Keep assessment tasks proportionate and use synthetic data instead of live customer systems.

Know what good looks like

  • Assessment evidence: ability to explain and repair failed agent behaviour.
  • Delivery readiness: fit with your application stack and code-review practices.

Must candidates know our exact agent framework?

Framework familiarity may help, but transferable application, integration and evaluation skills also matter. Decide which knowledge is essential on day one and which can be learned.

Talent & Teams / 05

Cloud Engineer Staffing

Recruit cloud engineers aligned to your AWS, Azure or Google Cloud environment.

Let’s discuss this capability ↗︎

Add cloud capability where your platform needs it.

Cloud engineering can mean migration, platform foundations, networking, security or day-to-day operations. We clarify the environment and responsibility before sourcing, including whether the engineer will design changes, implement them or own their operation. This makes the assessment relevant to your workload rather than a generic catalogue of cloud services.

IN PRACTICE

Strengthen a cloud platform team

Illustrative engagement

01 / THE STARTING POINT

The challenge

A business needs an engineer to improve environment consistency and support an upcoming workload migration.

02 / THE WORK

Our approach

Review infrastructure-as-code experience, networking decisions and examples of controlled changes. Use a realistic scenario involving access, deployment and recovery, then agree the onboarding access and review process.

03 / THE DIFFERENCE

How it helps

The aim is engineering capacity that fits your platform’s constraints and ownership model. Confirm contribution through reviewed changes and operating documentation.

Explore delivery guidance & success measures

Build it thoughtfully

  • Separate platform design responsibilities from administration and incident coverage.
  • Assess rollback and recovery judgement alongside provisioning skills.

Know what good looks like

  • Technical fit: evidence relevant to the target cloud and workload constraints.
  • Contribution quality: accepted infrastructure changes and completeness of handover.

Are cloud certifications sufficient for selection?

Certifications can provide supporting evidence, but they do not replace discussion of real design decisions, troubleshooting and the responsibilities in your assignment.

Talent & Teams / 06

DevOps Engineer Staffing

Source specialists for CI/CD, containers, Kubernetes and infrastructure automation.

Let’s discuss this capability ↗︎

Hire for reliable delivery, not just pipeline syntax.

DevOps assignments often span build automation, environments, observability and collaboration with developers. We define the part of the delivery system the engineer will own, including incident expectations and release responsibilities. Assessment then explores how the candidate improves a workflow and handles failed changes, not simply which automation tools they have used.

IN PRACTICE

Improve a fragile release pipeline

Illustrative engagement

01 / THE STARTING POINT

The challenge

A software team needs dedicated expertise to reduce manual release work and make failures easier to recover from.

02 / THE WORK

Our approach

Discuss a representative pipeline, identify unsafe steps and ask for a staged improvement plan. Review testing, secrets handling, artefact promotion and collaboration with application teams.

03 / THE DIFFERENCE

How it helps

The team can select someone whose experience matches the delivery bottleneck and whose responsibilities are clear from the first week.

Explore delivery guidance & success measures

Build it thoughtfully

  • Document on-call expectations and support hours separately from project responsibilities.
  • Evaluate how the candidate works with developers, security and operations during a change.

Know what good looks like

  • Role fit: demonstrated troubleshooting and release-design judgement.
  • Assignment progress: removal of agreed manual steps and quality of release documentation.

Is DevOps staffing the same as managed operations?

No. Staffing adds an individual or capacity to an agreed management arrangement. A managed service requires separate responsibility, coverage and service-level commitments.

Talent & Teams / 07

Data Engineering Staffing

Hire data engineers, analysts and architects for pipelines, platforms and analytics delivery.

Let’s discuss this capability ↗︎

Find people who can make data dependable.

Data engineers connect source systems to usable datasets and keep those flows operating. The role may emphasise batch pipelines, streaming, warehouse modelling or platform operations. We identify the real workload, data volumes and ownership expectations so assessment covers reliability and semantics as well as coding.

IN PRACTICE

Add capacity to an analytics platform

Illustrative engagement

01 / THE STARTING POINT

The challenge

A team needs an engineer to build new source pipelines while maintaining dependable reporting refreshes.

02 / THE WORK

Our approach

Assess a pipeline scenario involving late records, schema changes and a backfill. Discuss data models, testing, lineage and how the engineer would communicate a source-quality issue to report owners.

03 / THE DIFFERENCE

How it helps

The business gains a clearer view of whether a candidate can maintain trustworthy data products, not merely move records between tools.

Explore delivery guidance & success measures

Build it thoughtfully

  • Include source failures and historical reprocessing in the technical discussion.
  • Clarify who owns business definitions and who owns pipeline operation.

Know what good looks like

  • Capability evidence: correctness and recovery decisions in a realistic data scenario.
  • Onboarding value: accepted pipelines, documented dependencies and reliable refreshes.

Do we need expertise in our exact warehouse?

Some roles require immediate platform knowledge; others can prioritise transferable SQL, modelling and pipeline skills. The brief should make that distinction explicit.

03 / CONNECTED CAPABILITIES

Improve hiring

Talent & Teams / 10

Technical Interview Services

Structured technical interviews and practical assessments against your role criteria.

Let’s discuss this capability ↗︎

Turn technical interviews into comparable evidence.

Technical interview support helps a hiring team assess defined capabilities consistently. We work from the role’s actual responsibilities, design appropriate questions or practical exercises and capture evidence against a shared rubric. The output supports your hiring decision; it should make both strengths and uncertainty clear.

IN PRACTICE

Assess senior backend candidates consistently

Illustrative engagement

01 / THE STARTING POINT

The challenge

Different interviewers currently ask unrelated questions and provide feedback that is difficult to compare.

02 / THE WORK

Our approach

Agree competencies, create a bounded design or debugging exercise and calibrate scoring with the hiring manager. Record observable evidence and separate it from assumptions about the candidate.

03 / THE DIFFERENCE

How it helps

Hiring discussions can focus on demonstrated capability and remaining gaps. Review the assessment itself when feedback is inconsistent.

Explore delivery guidance & success measures

Build it thoughtfully

  • Use comparable prompts and scoring criteria while allowing relevant follow-up questions.
  • Keep tasks job-related, proportionate and accessible; avoid asking candidates to deliver unpaid production work.

Know what good looks like

  • Assessment consistency: agreement between reviewers on the same evidence.
  • Decision usefulness: clarity of strengths, limitations and recommended follow-up.

Do you make the final hiring decision?

The hiring organisation retains the decision. Interview feedback provides structured technical evidence alongside your other assessments and role considerations.

Talent & Teams / 11

Recruitment Process Outsourcing

Outsource selected stages or the agreed end-to-end technical recruitment workflow.

Let’s discuss this capability ↗︎

Give repeated hiring work a clear operating process.

Recruitment process outsourcing supports an agreed portion of the hiring lifecycle, from intake and sourcing to coordination and reporting. Its value depends on well-defined responsibilities and a reliable handoff with hiring managers. We scope the process, roles and reporting before proposing coverage so activity can be connected to actual hiring needs.

IN PRACTICE

Coordinate hiring across several technical roles

Illustrative engagement

01 / THE STARTING POINT

The challenge

A growing business has recurring vacancies but inconsistent intake, feedback and candidate communication.

02 / THE WORK

Our approach

Standardise role intake, agree screening criteria and set a feedback cadence with hiring managers. Track stage progression and maintain a visible record of decisions and candidate communication.

03 / THE DIFFERENCE

How it helps

The organisation can identify where hiring is slowing and who needs to act. Evaluate candidate experience and role quality alongside process speed.

Explore delivery guidance & success measures

Build it thoughtfully

  • Define which recruitment stages are included and who owns approvals and offers.
  • Agree candidate-data access, retention and communication practices before sourcing begins.

Know what good looks like

  • Process health: stage ageing, feedback turnaround and qualified progression.
  • Hiring outcomes: offer acceptance and early alignment with the agreed role brief.

Can only part of recruitment be outsourced?

Yes. A bounded arrangement can cover sourcing, screening or coordination while your team retains other stages. The proposal should specify each handoff and responsibility.

HOW THE WORK CONNECTS

A practical path through the practice.

  1. 01

    Define responsibilities, essential skills and the working arrangement.

  2. 02

    Assess relevant evidence using an agreed process and feedback rubric.

  3. 03

    Onboard with a first assignment, a reviewer and a knowledge-transfer plan.

SCOPE & COMMERCIALS

Combine capabilities.
Keep responsibilities clear.

The practice is a way to plan related work together. It does not require purchasing every service or changing your existing subscription.

Start with a bounded assessment, a defined project or an agreed allocation of specialist capacity. Pricing depends on the scope, dependencies and delivery model.

Confirm third-party costs, access, handover and ongoing support before work begins.

Discuss this practice ↗︎

RESEARCH & FURTHER READING

Explore the thinking behind the work.

OPM · Structured interviews ↗︎

Guidance on job-related questions and consistent assessment criteria.

Further reading behind the practice. These resources do not imply vendor affiliation or certification. Engagement examples describe possible work, not customer results.