Principles Over Process: How The ITP Way Delivers Consistent Client Value

AI tools can now write code, test software, and catch bugs automatically. They can also help with requirement gathering, user research, refinement sessions, etc. Every week brings new capabilities that change how we build products. But some things stay the same.

Clients still want someone who understands their actual problems. 

Users still need software that works for real people doing real work. 

Teams still need clear direction and trust to build something worthwhile.

After a year of integrating AI across our entire process, we're seeing 15–40% productivity gains whilst maintaining our seven core principles. Developers are becoming "AI orchestrators," design engineers bridge creative and technical work seamlessly, and smart "product agents" replace outdated documentation. But this isn't about replacing human expertise. Instead it's about amplifying what makes great product teams great. 

"The ITP Way" grew organically from our teams' relentless focus on delivering genuine value. "We didn't say, 'Okay, now we need to create The ITP Way.' It was more organic. At some point it was an idea that popped up: this is just how we do things and we should write it down," shares Quentin Braet, Engineering Lead.

What started as our handbook for building software gradually morphed into seven principles that now guide everything we do. 

But what makes it different from other methodologies?

It's not about rigid processes or prescribed tools. It's about the mindset. Because whether we're working with traditional development tools or the latest AI-powered platforms, one thing remains constant: our dedication to principles over process, a relentless pursuit for business value and solutions that truly serve the people who use them.

Deploy or Die

The real proof of the success of the ITP approach lies in how it transforms our clients' operations. For example, we worked with one of the clients who initially operated on a traditional release cycle, deploying new features just three or four times per year. Each release meant weeks of intensive testing and careful coordination.

"Client’s releases meant weeks of thoroughly testing everything, making sure that everything works. That was how they worked before, and that's where we saw the need to incrementally move to the faster release cycle," shares Toon De Pauw, Senior Backend Engineer.

The transformation wasn't immediate, as they were reluctant to switch to more frequent deployments. But as we demonstrated that faster cycles actually improve quality rather than compromise it, their entire perspective shifted. Today, that same client deploys every two weeks and we’re pushing to move to weekly releases. More tellingly, they're now advocating for these practices internally, trying to bring other teams up to the same standard.

"They are now convinced that the QA should deliver faster,” says Toon. “What’s interesting is that this transformation pattern repeats across our client base: organisations that initially resist faster deployment cycles become advocates once they experience the quality improvements that come with frequent, controlled releases.”

Never Stop Discovering

When prospects ask what makes us different, Robert Stöhr, Tribe Lead, explains: "We don’t just build a product but we also look at the bigger picture and identify areas to improve in your operations. This means that despite working within real-world constraints—budget limitations, tight timelines, or capability gaps—we aim to turn them into advantages rather than obstacles.”

Robert continues: "Maybe you have a team on your side that could build the product, but if you don't have the time, we're there to help you. Or maybe you're just starting and you don't have the people yet on-site—we will get your flywheel going with these seven principles."

This flexibility extends to how we form blended teams. As Robert notes: "If a client has strong UX design capabilities but needs architectural expertise, we focus our contribution there. If they need the full spectrum of product development support, we provide that too. The goal is always to create a team that brings the best of both organisations together."

While our seven principles serve as a guide, it's the human element that puts the “work” in the framework. As Toon observes: "It always comes down to the same thing: a team of talented people, and a lot of ownership on how they do things and self-organise."

This approach particularly resonates with the talent we attract. Robert explains how the ITP Way comes up frequently in hiring interviews: "Our methodology inspires people. This is the reason why many people decide to work for In The Pocket.” “The ITP Way also creates an environment where engineers can take ownership and deliver meaningful impact from day one,” Toon chimes in.

This ties to one of the most crucial principles, "never stop discovering"—not just for client projects, but for our own evolution as a company and as individuals. Toon reflects: "That's the reason why I still love working here. You always push yourself and everything can always be better."

The Ever-Evolving ITP Way and AI's Impact

And now, as Artificial Intelligence transforms software development, these same principles are proving their worth in (un)expected ways. While others debate whether AI will replace developers or revolutionise processes, we're using it to do what we've always done: to deliver consistent client value. "AI is just another enabler that can allow us to go faster. It's not the crux, it's not the end to the means," concludes Robert.

Stick around for our next article, where we'll explore our adoption of AI, from automating quality assurance to accelerating prototyping, while maintaining the human-centred approach.

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