Standing up an AI support team for a D2C brand
A fast-growing consumer brand was drowning in support tickets every sale season. Two engineers built a retrieval and agent system with an evaluation harness and a human in the loop.
A growth-stage payments company needed senior systems engineers before its busiest season. A four-person pod rebuilt the authorisation hot path behind the existing gateway.
The company processes card and UPI payments for small and mid-sized merchants. Its authorisation path, the code that decides in real time whether a payment goes through, lived inside a large service that had grown over several years. Most of the time it was fine. During sale seasons, when traffic spiked, tail latency climbed, some payments timed out and merchants noticed.
The in-house team knew the problem well but was stretched across product work. Hiring senior systems engineers through the usual channels was taking months, and the next peak season was a quarter away.
The CTO gave us a brief of a few sentences: keep p99 latency on the authorisation path inside a defined budget at peak traffic, without a risky big-bang rewrite, and leave the team stronger than it found it. The engagement had to start within weeks, not months.
We shortlisted four candidates per role from engineers who had already cleared our screening, weighted towards people who had worked on latency-sensitive systems. The company interviewed eight people over a week and chose three senior backend engineers. We also proposed a graduate of the Fellowship's engineering track to work alongside them, focused on testing and tooling.
The pod's first rule was to measure before changing anything. Two weeks of profiling showed that most of the tail latency came from a small number of causes: lock contention in a shared cache, garbage-collection pauses under load and a synchronous call that could be moved off the critical path.
By the fourth month the new path was handling all authorisation traffic. Tail latency at peak dropped substantially and stayed inside the budget through the following sale season. Infrastructure cost for that path also fell, because the new service needed far fewer resources for the same load.
Two of the three senior engineers converted to full-time roles at the end of the engagement. The Fellowship graduate built the load-testing harness the team still uses, and was hired as well.
The pod did the least glamorous thing first: they measured. That discipline is what we screen for, and it is why the migration was uneventful.
Saurav Kumar Jha, Founder & CEO
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Tell us the role in five questions. We come back with four profiles who have cleared every stage of our screening, and you only pay when someone joins.