Two engineers joined Beysco this month: one on the backend, one on the frontend.
Why now
We did not hire because we had a growth target. We hired because the work stopped fitting. Over the last two quarters, projects began overlapping in a way that left the same few people on the critical path of three systems at once.
That state is survivable for a sprint and corrosive over a quarter. The visible cost is slower delivery. The invisible one is that a person holding three systems quietly stops doing the parts of the job that have no deadline — the review that catches a bad abstraction while it is still cheap to remove, the afternoon spent on the thing that has been slightly wrong since March. Those are the parts that keep a system maintainable, and they are the first to go.
From there the honest options are two: say no more often, or be more people. Saying no is a real option and we still use it — we turn down work we would have to staff badly, because a project run by whoever happens to be free is a project that goes wrong slowly. This time the work ahead justified the other answer.
Who joined
The backend engineer is working on data and integration-heavy systems; the frontend engineer on interface and product work. Both are senior enough to own a system end to end, which is the only kind of hire that helps a team our size. Someone who needs continuous supervision on production work costs more attention in the first year than they return. That is not a judgement on them — it is a statement about how much teaching a five-person team can absorb without dropping something else.
Neither is on a training track. Both were on live projects in their first week, paired with whoever owns that system. Reading a codebase teaches you the code; sitting next to the person answering a client's questions teaches you why it is shaped that way, and the second one takes longer to acquire anywhere else.
How we hire
Our process is short and deliberately unclever: a conversation about work you have actually done, a paid exercise close to something we would really build, and a day with the team. No whiteboard puzzles, no take-home that costs somebody a weekend, no round whose purpose is to see how badly you want it.
We are a small team, so a bad hire is expensive in a way it is not at fifty people, and a slow process is expensive too — good engineers do not stay available while you deliberate. It is written up on the careers page, along with anything currently open.