Building High-Performing Engineering Teams | An Engineering Manager’s Perspective On Team Augmentation

Growth is essential for every business to ensure success and continuity, and the tech industry is no exception. However, due to the nature of the tech ecosystem, companies face unique challenges: high development costs, limited access to top talent, the need for faster recruitment, and keeping up with rapidly evolving technologies. While each of these challenges can be tackled individually, a team augmentation solution (also known as staff augmentation) is an answer that addresses them all.

This approach typically involves outsourcing development to regions like EMEA, LATAM, or APAC. However, selecting the right partner for team augmentation is not straightforward. In a high-growth business, you can’t afford to compromise on quality, speed, or team cohesion. Poor outsourcing decisions can lead to delays, communication barriers, and cultural misalignment. Understanding these challenges, we want to dive deeper into the topic and explore the best strategies for building and scaling engineering teams.

In our previous article, we examined this subject from a founder’s perspective, focusing on how to find the right software development partner. This time, we’re shifting gears and looking at it through the lens of an Engineering Manager.

Razvan Balan has built an impressive 14-year career in tech. He started as an iOS developer, co-founded his own business, and later transitioned into an Engineering Manager role. His journey with Softbinator began 11 years ago, and 2.5 years ago, he rejoined us to lead our development team for one of the biggest social mobile apps in the U.S.

We sat down with Razvan for an in-depth podcast, where we explored one of the most pressing questions for tech executives seeking team augmentation solutions to drive business growth. We invite you to watch the entire 90-minute conversation (see the video below) or browse the summary below, where we break down the key insights on effectively building and managing an engineering team.

1. Describe, in a few words, your journey from the energetic computer science student to the professional you are today.

Key takeaways:

• Strong educational background and early exposure to tech are essential for building a successful career in tech.
• Work hard, keep a non-entitled mindset, follow the passion for mobile development, and constantly adapt.
• Freelancing led to experience working with international clients, primarily from the U.S.
• Gain business acumen and take on leadership roles.

My father saw from the beginning that the tech world is basically where the future is. Since I was very young, he pushed me towards this domain. That was an excellent call. […] I fell in love with mobile development […..] I built an app that responded to my touch; I was hooked. From that point, I knew this was my path. […] After freelancing for several years, I co-founded a company, which helped me understand the business side of things. I realized that coding skills alone aren’t enough—you need sales, marketing, and management to sustain a business. That changed my perspective and led me to engineering leadership. […] As a junior, I worked extremely hard, even on weekends, because I felt like I needed to catch up with more experienced engineers. That experience shaped my work ethic and my drive to continuously learn and break out of imposter syndrome loops.

2. You are both a sound engineer and a great Engineering Manager. How different are those two roles? 

Key takeaways:

• Engineering managers must focus on technical, human and organizational aspects.
• They are responsible for the efficiency and growth of the team.
• Strong senior engineers naturally develop leadership skills. Focus towards technical / organizational problems steers you one way or the other.
• Understanding both business and engineering is crucial.

The significant difference between an engineer and an engineering manager is the focus. Engineers focus on deep technical problems, while managers deal with people, processes, and communication. You must be able to read the room and handle situations that are not always rational. […] You need to convince stakeholders, secure resources, and lobby for your team. It’s not just about writing code—it’s about ensuring the right people are working efficiently in the right places. […] A senior engineer might take on leadership responsibilities by mentoring others and guiding projects. However, an engineering manager goes beyond this, ensuring alignment between teams, company goals, and the broader vision. […] Strong engineers will challenge you. You need to be prepared for them to tell you where you’re wrong, and you need the technical credibility to evaluate their arguments fairly.

3. Why were you a good fit for the client when you started as an Engineering Manager?

Key takeaways:

• Previous experience working with U.S. clients.
• Master the ability to integrate quickly into a new organization.
• Rely on a strong technical and leadership background.
• Focus on understanding processes before making changes.

I didn’t make any changes for the first three to four months when I joined. I listened, I observed, and I asked questions. It’s easy to come in and impose your way of doing things, but that doesn’t work. You need to understand what’s already in place before making improvements. […] My experience working with U.S. clients helped a lot. I understood their expectations, communication styles, and work ethics. This made it easier for me to align with the company’s needs and build trust quickly. […] I took time to build relationships with key people across teams before making any structural adjustments. That way, when changes needed to happen, they already knew I had the team’s best interest in mind.

4. What were your initial challenges as an Engineering Manager?

Key takeaways:

1. Balance senior and junior engineers to resolve the project’s needs effectively.
2. Constantly adapt to a startup-like dynamic, even within a large company.
3. Make the problematic hiring/firing decisions at the right time.

One of the first things I noticed was that the project was too complicated for junior engineers. They had to engage with stakeholders, handle complex codebases, and navigate high expectations. It was clear that we needed more senior engineers to balance the team. […] The client had a startup mentality—they were constantly experimenting. This meant we had to be extremely adaptable while maintaining stability in our team. […] We had to adapt and gradually replace some team members with stronger engineers, but we did it transparently. I kept the client informed at all times to ensure trust and alignment. […] Some engineers, while talented, struggled with communication, which became a bottleneck. Improving collaboration skills was just as important as improving technical skills.

5. How do you manage time zone differences?

Key takeaways:

• Teams don’t need full-time overlap; a few hours are enough.
• Flexibility in working hours ensures smooth collaboration.
• Foster trust and clear communication. Remote work requires that.

Time zones are a challenge, but they can be an advantage, too. For example, if you need 24/7 coverage, having teams across different time zones ensures continuous work. […] We adapt schedules. Some engineers shift their working hours to align better, while others ensure availability for key meetings. As long as there’s transparency, it works well. […] You don’t need constant surveillance; you need trust and accountability. That’s why hiring senior engineers who take ownership is so critical.

6. How can I be sure I will not compromise quality?

Key takeaways:

• Vet your engineers rigorously.
• Ensure your team has experience working with top-tier companies.
• Look at the budget—cost savings do not mean lower quality.

We work with engineers who have already proven themselves in top tech companies. Many have worked for Silicon Valley giants. You save on costs but not on quality. […] Our hiring process is highly selective. We don’t just find engineers—we find engineers who fit your specific needs. […] Our engineers don’t just write code—they understand the business context and work proactively to improve it.

7. Why not go cheaper? (Why EMEA instead of APAC or LATAM?)

Key takeaways:

• Romania has a strong cultural alignment with the U.S.
• Strong technical expertise.
• Better communication and adaptability.

We have a natural cultural alignment with the U.S.. High average English proficiency, English being taught in school but also through consuming music, podcasts and movies giving us an understanding of the culture, the challenges and the similarities […] Technical skills alone aren’t enough. If you struggle with communication and cultural fit, the project slows down. That’s why working with EMEA engineers, especially those with experience in U.S. companies, is a better long-term investment. […] You might pay less in other regions, but you’ll likely face higher costs in miscommunication, delays, and lower efficiency.

8. How do you vet engineers? What do you think about AI-based vetting?

Key takeaways:

• Size of the company and the number of applications to be triaged is a factor
• AI can miss top talent.
• Personalized vetting is more accurate.
• Strong engineers are identified beyond their resumes.

We don’t rely on AI because it filters out hidden gems. One of our best engineers would have been rejected by an AI system because his resume didn’t check all the standard boxes and lacked experience with most technologies and architectures we were looking for – what I saw was someone who was able to sustain his family for more than 7 years on an ultra-competitive freelancing platform. In reality, he outperforms almost everyone.  […] Our process includes deep technical interviews, business understanding, and real-world problem-solving assessments. AI can’t evaluate soft skills or problem-solving approaches the way a human can. […] The best engineers are not always the ones with the most polished resumes. Experience, adaptability, consistency and problem-solving ability matter more.

9. How do you keep people engaged and build relationships across cultures?

Key takeaways:

• Try to make frequent interactions beyond work.
• Dedicate time to creating a shared team culture.
• Pay attention to each individual and ensure alignment with company values.

We don’t just meet for work. We encourage engineers to build personal relationships, whether through casual calls, team activities, or visiting each other’s locations. […] Cultural differences exist, but they don’t have to be a barrier. The key is fostering a team spirit where everyone feels included. […] Engineers naturally stay engaged and motivated when they feel they are part of something bigger than just tasks.

10. How do you evaluate performance? How do you align with the client’s standards?

Key takeaways:

• Performance evaluation is proactive, not reactive.
• Regular feedback loops and transparent communication with the client are essential.
• If someone falls behind, action is taken immediately through coaching or replacement.

We keep high standards and are proactive about performance management. If someone is struggling, we don’t wait for the client to notice—we address it early. […] Transparency is key. I make sure the client knows exactly where each engineer stands in terms of performance and contribution. […] Strong engineers challenge you, but they also expect to be challenged. If you don’t hold them accountable, they lose respect for the leadership. […] I never hid any performance issues but rather preferred to be straightforward with my manager. I think that helps a lot because I can imagine that paranoia can creep in as a company that contracts someone on a different continent. Are these guys actually working? Am I just paying a bill? That’s why I was always upfront about performance and what we were doing to improve.

11. How do you build long-term relationships with clients?

Key takeaways:

• Trust is built through consistency, transparency, and results.
• Clients need to see continuous value and strategic input, not just engineering execution.
• Engineering managers play a role in ensuring that business goals and tech decisions stay aligned.

Our approach to client relationships is not transactional. We’re not just delivering code—we’re helping businesses grow. […] Many of our client relationships last for years because we go beyond just executing tasks. We take ownership of the success of their product. […] If the client sees that we’re honest and don’t just try to make money but actually care about their success, they will stick with us. That’s why I always kept transparency both with the team and the client. […] When I joined, I spent the first three to four months listening and understanding how things worked before making changes. That built trust with both the client and the team because they knew I wasn’t just coming in to shake things up for the sake of it.

Conclusion

Building and scaling an engineering team is never just about hiring more developers—it’s about finding the right people, structuring teams effectively, and ensuring long-term alignment with business goals. As Razvan Balan shared in our conversation, the key to success lies in balancing technical excellence with strong leadership, proactive performance management, and a deep understanding of both engineering and business needs.

Through his experience, we’ve seen how critical it is to have an Engineering Manager who does more than oversee development. A great EM builds trust with clients, ensures transparency, mitigates risks, and fosters a team ownership culture. Whether navigating time zone differences, optimizing team composition, or handling crises, a skilled Engineering Manager ensures that team augmentation is not just a cost-saving measure but a growth accelerator.

At Softbinator, we approach team augmentation with this philosophy—not just placing engineers but building high-performance teams that effectively integrate with your company’s culture and objectives. If you’re looking for a trusted partner to help scale your engineering team, let’s start a conversation and find the right solution for your business.

by Rareș Cârligeanu HR Manager