That is what MIT found in 2025. We see three causes again and again: missing organisational will, software that never gets integrated into the organisation, and poorly executed engineering. We work as a senior team inside your organisation to take those risks off the table.
Project audit
We look at the project and the team behind it: who built it, how the product was built, and whether anyone defined and aligned what success means.
Honest assessment
We share what we find with your stakeholders and evaluate whether we can realistically drive the business KPI you want to improve.
Take over and deliver
Then we take over: we add people to your team or take on the full product, and scale it to where you want the product or the investment to be.
Project audit
We look at the project and the team behind it: who built it, how the product was built, and whether anyone defined and aligned what success means.
Honest assessment
We share what we find with your stakeholders and evaluate whether we can realistically drive the business KPI you want to improve.
Take over and deliver
Then we take over: we add people to your team or take on the full product, and scale it to where you want the product or the investment to be.
A fast-moving, senior team with a broad mix of skills that quickly takes on a new challenge.
Senior and ready to take over
A fast-moving, senior team with a broad mix of skills that quickly takes on a new challenge.
We agree on joint KPIs before we touch a line of code. We're measured on outcomes, not billed hours. If we commit, we're fully in.
Skin in the game
We agree on joint KPIs before we touch a line of code. We're measured on outcomes, not billed hours. If we commit, we're fully in.
We have a clear opinion about software and share it throughout the process, including when something won’t work.
An honest opinion
We have a clear opinion about software and share it throughout the process, including when something won’t work.
We're a European team. German and EU data protection is our baseline, and your own compliance requirements are part of how we work from day one.
Compliance built in
We're a European team. German and EU data protection is our baseline, and your own compliance requirements are part of how we work from day one.
We don't arrive with ready-made answers. You know your domain, we bring product, engineering and AI experience, and we build the solution together, in your language.
We work at the intersection of business, product and technology. One interdisciplinary team brings strategy, product, engineering and AI together and translates between them, so nothing gets lost in handovers.
Markets move and change is the new normal. Call it agile, new work or OKRs, ideas alone are not enough. We make the change happen and stay until it works.
Our engineers are comfortable across the full spectrum of modern tooling from AI and agentic frameworks to frontend, backend, and DevOps. We work with whatever stack the project is on.
In the new engineering era it's crucial that engineers are empowered to discover, scope and deliver features end to end while reducing dependencies to others. And we are a small team of opinionated people.
Culture has always been hugely important at HUBBLR, and we believe entrepreneurship matters. The qualities that come with it (e.g. taking ownership of a problem, running with it and just getting it done) are what we look for in our team members. We also understand that software ultimately needs to make money, so we keep that in mind throughout, looking for ways to have a positive impact on the bottom line, not just on the codebase.
We're huge believers that the best engineers are the ones who understand a problem end to end. So our engineers stay in a close loop with the problem, the users, and the business need before scoping a solution. We're also believers in shipping fast, and in cutting corners deliberately. Just never on safety, security, or scalability.
We've seen companies where delivering a feature end to end meant dependencies between three or more teams. With the shift to agentic engineering, we think that this has to change. Engineers should be able to take ultimate ownership of a problem, while getting the right, knowledgeable support along the way to scope a better solution.
You'll find HUBBLR's team arguing for shorter scoped initiatives and tighter budgets. We understand delivery used to work differently, but software-enabled businesses face growing pressure to ship high quality output rapidly. To meet that, you need shorter timelines, more focus, and flatter hierarchies that allow for faster, decision making and a more flexible budget allocation.
Entrepreneurial mindset
Culture has always been hugely important at HUBBLR, and we believe entrepreneurship matters. The qualities that come with it (e.g. taking ownership of a problem, running with it and just getting it done) are what we look for in our team members. We also understand that software ultimately needs to make money, so we keep that in mind throughout, looking for ways to have a positive impact on the bottom line, not just on the codebase.
Discover, build, iterate
We're huge believers that the best engineers are the ones who understand a problem end to end. So our engineers stay in a close loop with the problem, the users, and the business need before scoping a solution. We're also believers in shipping fast, and in cutting corners deliberately. Just never on safety, security, or scalability.
Reduce dependencies
We've seen companies where delivering a feature end to end meant dependencies between three or more teams. With the shift to agentic engineering, we think that this has to change. Engineers should be able to take ultimate ownership of a problem, while getting the right, knowledgeable support along the way to scope a better solution.
Shorter roadmaps
You'll find HUBBLR's team arguing for shorter scoped initiatives and tighter budgets. We understand delivery used to work differently, but software-enabled businesses face growing pressure to ship high quality output rapidly. To meet that, you need shorter timelines, more focus, and flatter hierarchies that allow for faster, decision making and a more flexible budget allocation.
We were looking for a reliable external partner [for] one of our previously internally developed products. Together with HUBBLR we got up to speed in no time. The teams' flexible, fast and experienced way of working helped us to drive immediate value to our users…
Steffen Kramer
Yes, and we do it often. We assess what's there, decide what's salvageable, and move forward with a clear plan.
We've seen it all. Some projects are salvageable with targeted fixes, others need a partial or full rebuild.
We don't spend time on blame. Our focus is on what needs to happen next and how fast we can get there.
We can’t quote before we’ve looked at the project, anyone who does is guessing. Once we understand the project and the team, you get a clear proposal.
Good engineering is mostly discipline: clear ownership, honest estimates and systems you can operate at three in the morning.
I have taken over enough projects in trouble to know that the rewrite is rarely the answer. Understanding what is there, stabilising it and moving it forward usually is.
For me, software is only done when your team can run it.
