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We built the tech company we couldn't find.

Most software agencies fail the same way: billable hours quietly replacing outcomes, juniors sold as seniors, ownership evaporating in the hard weeks.

binhatch runs without them.

A note from us.

We know these patterns because we've been inside them: as engineers delivering, as CTOs getting burned, as the ones who had to clean up afterwards.

Teams staffed with whoever was available, not whoever could think. Quick fixes that paid interest for years. Founders and CTOs carrying the delivery load themselves, because no external partner would actually own it. Relationships that quietly narrowed to whatever was billable this week.

These aren't bad people making bad calls. They're structural. The default shape of software-agency work. So we built the opposite: a small senior tech company that picks up one important initiative at a time, owns it end-to-end, and leaves behind systems that are better-maintained than when we got there.

We built it for ourselves first.
It's the team we would've wanted to hire.

Máté & Levente

Máté Láng

/Máté Láng

Founder · Technical direction

Three prior CTO tenures, still hands-on in the code, focused on the strategic tracks and the improvements that compound. Production platforms from Gold-SLA payment processing to AI systems today. Pursuing a PhD in massively scaled distributed systems, with several IEEE papers, open-source work in cryptography, and invited lecturing and conference talks on the subject.

LinkedIn

“I've spent fifteen years watching prototypes impress people and then fail spectacularly six months later: bad architecture, bad tech, bad models, bad ways of working. A demo proves something can be built once; it says nothing about whether it survives real traffic. The engineering I care about starts the day the system meets that traffic and has to keep working. That's the line I hold us to: not what ships, but what's still standing a year later.”

Levente Kürti

/Levente Kürti

Partner · Delivery & engagements

More than fifteen years across engineering, product, and delivery, leading organizations of over a hundred people. Startups, scale-ups, and global brands, through product launches, rapid growth, and high-stakes initiatives. Has seen products generate millions in revenue, scale to millions of users, and prepare for IPOs, then watched strong teams struggle despite funding and intent.

LinkedIn

“Most software doesn't fail because the engineering is impossible; good engineering is the precondition. It fails because delivery becomes everyone's responsibility and nobody's responsibility at the same time. It rarely breaks in one moment; it erodes slowly, through small compromises, unclear ownership, and too many handoffs, until everyone is busy and progress is hard to see. That's why binhatch exists: the team I wished I could bring in when the initiative mattered and the timeline couldn't move.”

What it's
like here

Six things we keep telling each other. About the work, and about ourselves.

  1. Done properly.

    Or done again. We read the stack traces, reproduce the bugs, and trust the instinct that says this isn't quite right yet. Shortcuts are fine; cutting corners is a different thing.

  2. Say the hard thing.

    To each other, to clients, to ourselves. Disagreement isn't friction; it's how a small senior team stays honest. The worst thing you can do here is nod along.

  3. Thinking is the job.

    If the plan looks wrong, push back. If something feels off, surface it early. Defend your call when asked, and change your mind when the evidence tells you to.

  4. Quiet under pressure.

    High-stakes doesn't have to mean high-drama. When things go wrong the room gets quieter, not louder. Pressure is a working condition, not a personality.

  5. Leave it better than we found it.

    We look after systems, not just write them. Documentation that still makes sense in two years. Architecture that ages well. Code the next person will thank us for, even if we never meet them.

  6. Better every day.

    The technology keeps changing and we keep changing with it. We teach, we speak, we read, we argue about architecture over coffee. A year here should look like a year.

Who actually does the work

We operate as a small senior group.

On any engagement, three to eight engineers, hand-picked for the initiative. No juniors billed as seniors. No bench rotation.
The people in the demos are the people in the pull requests.