Two people know how everything works, and both of them are the bottleneck.
SEED TO SERIES A, SHIPPING FASTER THAN ANYONE CAN DOCUMENT
The product got built quickly and correctly, and almost none of it got written down. What exists as documentation describes an earlier version.
Two senior engineers hold the map in their heads. Every non-trivial question routes through them, and their calendars are the real constraint on the team's speed.
The most expensive people spend their week answering questions that have an answer in the code.
A new hire is productive when somebody has explained the product to them, not when their laptop is set up.
Agents and juniors produce work that looks right and misses a dependency nobody mentioned.
What breaks if we change the pricing model?
Which parts of the product does this feature touch?
Why does this behave this way — was it deliberate?
What does a new engineer need to read before their first ticket?
They ask what happens when a customer upgrades mid-cycle.
They get the sequence, the states involved and what each one gates, with links to the code that implements it.
They write the change and ask what it would reach before opening the pull request.
The review is about the decision rather than about what the engineer did not know.
A WORKED EXAMPLE OF HOW THE WORK GOES, NOT A CUSTOMER CASE STUDY. WHEN WE PUBLISH A CUSTOMER RESULT IT WILL BE MEASURED AND NAMED.
The answer comes from the product with its evidence, so a senior reviews it instead of composing it.
A new engineer asks the product the questions they would have asked a colleague, on their first day.
The task arrives with what the product actually does, not with whatever the retriever matched.
Up to ten users on shared projects and multiple repositories, one MCP endpoint for the whole team.
OTHER COMPANY TYPES
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