OyslanderSolutionsFor founders

Technical clarity before investors ask for it

For startups with a working demo and a pitch coming up — and a codebase nobody has looked at from the investor's side. A CTO-level view of what you have, what it costs to run, and what has to change before the next round.

  • Pre-pitch technical audit
  • Fractional CTO
  • From MVP to production
Discuss an auditThe other direction: For businesses

Where startups get stuck

Signs the product will not survive due diligence

  • The demo works, but nobody can say what it costs to run at ten times the users.
  • The product was built by freelancers or an agency, and the knowledge left with them.
  • An investor asked a technical question and the answer was a promise.
  • Every new feature takes longer than the last, and nobody can say why.

The work

What we do

Pre-pitch technical audit

Architecture, code, infrastructure and running costs, reviewed the way a technical due diligence would review them. You get a written assessment: what holds, what is a risk, what each fix costs, and how to talk about it in the room.

Fractional CTO

Senior technical leadership for a few hours a week instead of a full-time hire: architecture decisions, vendor and hiring calls, the roadmap — and someone who can answer the investor's technical questions on the call.

From MVP to production

Taking a prototype that works on stage and making it work on Monday morning: reliability, security, monitoring, deployment, and unit costs that do not grow faster than revenue — including LLM features, where token spend is a real line item.

Cases

How it went for others

Team economics

A team that grew faster than its economics

Before
A team was being assembled quickly around a large client, and the costing and real utilisation of the specialists had not kept pace with that growth.
What we did
We rebuilt the workflow and areas of responsibility and revised the commercial terms. Specialists with spare capacity moved onto new projects made possible by the updated pricing model; junior specialists got projects of a suitable size and assigned mentors.
Outcome
A pricing model that covers the team and growth through new projects, without redundancies.

Sales · Marketing

Evaluating a channel before investing in it

Before
A client was considering a catalogue site as a new sales channel and expected it to start bringing in enquiries on its own after launch, much like the large classifieds platforms.
What we did
We assessed the full path together: after launch comes long and substantial marketing investment, and competing with the large players takes budgets of a different order. For brand purposes a compact site optimised for search and enquiries, plus a sensible ad budget, is enough.
Outcome
The client compared the options and chose the existing channels as more effective for the business, before committing to the project.

Contracts

Balanced contracts as part of the product

Before
We have met contracts with disproportionate liability on the contractor, and vague scope wording that led to disagreements at acceptance and payment.
What we did
We treat every contract as open to negotiation: with lawyers we balance the parties' liability and set down the scope, the acceptance procedure and the dispute procedure. And we keep strictly to the agreed terms ourselves.
Outcome
Work only under contract, with any partner, and disagreements resolved through an agreed procedure.

People · Access

Offboarding as a planned procedure

Before
A key employee changing roles or leaving is one of the most common operational risks: system access, client databases and leads that are left without an owner for a while.
What we did
We build offboarding in layers: access and keys, client data, client handover, and a manager's oversight of everything that needs a new owner. In parallel we reduce the company's dependence on individual people.
Outcome
An employee leaving becomes a routine procedure rather than an incident. This is exactly what a technical due diligence checks.

Our own product

We have been founders ourselves

BakeMe is a working tool for pastry chefs. It began as a calculator, grew into a mini-CRM, and now helps create desserts too. All calculations are free; the middle tier is a mini-CRM for orders; the top tier covers tech cards, colour theory and mixing colourants in different bases, colour and flavour experiments, a flavour builder, catalogues of allergens and E-numbers with a warning for each, and notebooks by season and theme. It is a niche product by choice: on it we go through everything our clients do.

  • Publishing to the App Store and Google Play
  • Three tiers: free calculations, CRM, dessert creation
  • UX decisions from real usage data
  • A release cycle and support for live users
See BakeMe

Where to start

Start with the audit

A fixed scope, agreed once we have seen the code and the infrastructure. We price the real volume of work, not a first impression.

  1. A call: where the product is and what the round expects from it
  2. Access to the code, the infrastructure and the bills
  3. A written assessment with a prioritised plan
  4. A walkthrough together — and, if useful, preparation for the investor's questions

Team

A small team with a long history

We are a small team, and that is our strength. Everyone brings their own experience, and together we take a problem all the way: from the first conversation to a system that runs for years.

You talk to the people who do the work, with no chain of intermediaries in between. Decisions get made quickly, and named people answer for the result.

Founder — Andrii Tishchenko

Tell us about the product

The stage, the stack, and what the next round expects from it.

Prefer a chat?Message us on WhatsApp