About InTech Ideas
Built by people who have been there.
InTech Ideas started with a conviction: the best software comes from teams that care about each other and the product they’re building. That conviction hasn’t changed. What we take responsibility for has grown.
AI strategy, product engineering, and managed operations
How we got here
Skip Marshall and Chuck Griess didn’t start InTech Ideas to build another outsourcing company. Between them — product strategy on one side, systems architecture on the other — they kept watching the same pattern repeat: companies hire engineering teams, hand over vague requirements, and wonder why the product doesn’t land.
So they built the opposite. Relationship first. Engineers embedded in client teams, not isolated in a separate time zone. A methodology — CRAFT — that points every hour of work at a defined outcome, because clarity is the difference between building the right thing and building the thing right.
“We didn’t pivot to AI. AI validated what we’d been building all along.”
Then AI changed the game. Code generation could produce working software fast — and the wrong thing at unprecedented speed. The winners wouldn’t be the companies with the best AI tools, but the ones clearest about what to build and why. CRAFT was built for exactly this moment.
And the moment kept moving. Building the right thing is half the job; keeping it right as AI capabilities change is the other half. So today InTech is an AI-era solution and adaptation partner: we help companies decide what AI should change, build the governed systems that make it real, and operate and improve them as the frontier moves. Software development is the execution engine now, not the category that defines us.
- NEARSHORE DEVELOPMENT PARTNER
- PRODUCT ENGINEERING FIRM
- ADAPTATION PARTNER (where we are today)
Founder-led. Team-delivered.
Senior practitioners stay close to the work. Discovery is led by experienced strategic and technical practitioners who understand the methodology and can make real recommendations, with the founders setting direction and staying accountable for the outcome.
Skip Marshall
CEO & CO-FOUNDER
Skip thinks in product strategy, business outcomes, and client relationships — the one asking “what problem are we actually solving?” before anyone opens an IDE. He built InTech because the outsourcing model was broken, and the fix wasn’t better engineers — it was better clarity about what to build and why. He leads strategic direction and writes the Business & Build essays in public.
“The best engineering in the world is wasted if you’re building the wrong thing.”
Chuck Griess
CTO & CO-FOUNDER
Chuck thinks in systems architecture, technical rigor, and engineering craft. He designed the CRAFT operating system behind every engagement, on one conviction: AI should amplify engineering judgment, not replace it. Every decision explicit, documented, and measurable. He oversees technical strategy and brings the contrarian take to Business & Build.
“If you can’t explain why you made a technical decision, you didn’t make one — you guessed.”
Skip brings the business lens. Chuck brings the technical lens. The tension between strategy and craft is what makes the methodology work — and what makes Business & Build worth reading.
Who you actually work with
Anthropic-Certified Practitioners
Certified associates and architects work across strategy, architecture, and delivery. Role-based certification is expanding across the company.
Strategic Lead
Frames the opportunity, owns the outcome, and runs the recurring value reviews.
Product Delivery Leads
Turn approved intent into a plan the team can build against and measure.
Certified Architects & Engineers
Anthropic-certified practitioners who design and build the governed system.
Managed Operations Team
Runs, monitors, and improves what is live against agreed service objectives.
One Team, Two Countries
US strategic leadership and integrated Latin American delivery — one team, shared context, overlapping US business hours.
What we believe
These aren’t aspirational statements. They’re how we make decisions, who we hire, and how we show up for every client. We’ve always spoken in ranked pairs — the newest one now leads the brand.
People over Technology
Technology matters because of what it lets people do, so AI amplifies human judgment here instead of replacing it.
Relationships over Projects
We build partnerships where your engineers know your team, your product, and the decisions behind the work.
Collaboration over Silos
Strategy, design, engineering, QA, and operations work as one group alongside your team rather than passing work down a line.
Curiosity over Indifference
The moment a team stops learning, it starts shipping yesterday’s solutions.
Adaptation over Adoption
Adoption adds AI tools. Adaptation changes how the product or business actually works — and keeps it changing as the capability moves. That is the pair that now leads all the others.
How the Company Is Built
One system, four layers.
The layers collaborate — work is not handed down. Your team knows your business, not just your backlog, and no layer hands off and walks away.
- LAYER 01
Strategic front end
Executive discovery, opportunity framing, product and workflow redesign, value cases, and the recurring value reviews that keep every engagement pointed at an outcome.
- LAYER 02
Integrated solution core
Product leadership, architecture, AI engineering, UX, data, security, and evaluation — the judgment layer that designs the human and technical system as one.
- LAYER 03
Build & managed operations engine
Embedded engineering, QA, DevOps, and integration — plus the InTech Operate service floor: incident response, maintenance, and ongoing optimization. Professionals who build careers at InTech, not rotating contractors.
- LAYER 04
The CRAFT control plane
Intent, context, decisions, risk, evaluations, service objectives, and telemetry — the connective tissue that means one accountable team stays responsible from opportunity through operation.
What makes an InTech team different
One accountable team stays responsible from opportunity through operation. Specialists join as needed, but context, intent, and ownership never reset.
| Dimension | TYPICAL OUTSOURCING | INTECH IDEAS |
|---|---|---|
| Connection to the business | Works disconnected from the client’s business | Knows your business, your team, and your product — never anonymous |
| Starting point | Starts coding immediately | Starts with clear intent, a measurable baseline, and what AI should change |
| Decision documentation | Undocumented tribal knowledge | Decision Records and Intent Contracts your team can read |
| AI governance | Ungoverned AI usage | Evaluations, human authority, and explicit controls |
| Reporting | Reports hours worked | Reports verified outcomes against intent |
| After launch | Delivery ends at handoff | Launch begins a managed operating and learning cycle |
| Learning & adaptation | Your system quietly goes stale | Evaluations catch the drift and the system adapts |
The Anthropic Practice
Customer zero: us.
We use Claude across our own strategy, delivery, engineering, operations, sales, and internal workflows under the same CRAFT controls we bring to clients. What we learn operating AI inside InTech becomes reusable patterns, evaluations, and practical advice.
Anthropic-certified practitioners. Qualified through CRAFT. Proven in production.
Claude Partner Network
Claude Partner Network status and practitioner counts display here from verified partner data.
Dynamic field · verified source only
Business & Build — where Skip and Chuck argue about all of it.
Essays on strategy versus craft, in public — published here and crossposted to Substack and LinkedIn.
From Friction to Proof
Let’s start with a conversation.
We’ll tell you how we work. You’ll tell us where the friction is. And we’ll both figure out whether this is the right fit.