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Our team has witnessed the evolution of technology and every industry-defining shift in IT over the last 20 years. We understand what works well and what requires a more nuanced approach, uniquely positioning us to bring a mature perspective to software development today.
Our team has witnessed the evolution of technology and every industry-defining shift in IT over the last 20 years. We understand what works well and what requires a more nuanced approach, uniquely positioning us to bring a mature perspective to software development today.
Backgound in: Commerce Finance Insurance Medicine IoT Blockchain
Focus on Your Business While We Take Care of the Tech
Our consulting services are aimed at allowing you to focus on your core business, while we support and guide your technical team towards a solution, providing our outside perspective on the issues.
We understand that rapid innovation is the key to success in today's dynamic market. Our mission is to eliminate the common reasons for failure that many organisations face, whether it's a lack of capacity, the constraints of legacy code, or slow processes that are holding you back.
Handling Diverse Approaches in Development
In software development, one size rarely fits all. That's not to say that widely accepted industry standards aren't adequate - on the contrary, they are. Problems arise when a project deviates from a chosen approach or combines several of them at the same time. Part of our expertise is helping clients navigate these situations.
We Rely on Core Principles of the Software Development Life Cycle (SDLC)
Our approach to software development is based on the proven principles of the Software Development Life Cycle (SDLC). We believe that successful software development is like building a strong structure; it requires a solid foundation. Our commitment to these time-tested principles ensures that your project is on its way to becoming a reliable and lasting solution.
What Kind of Problems Do We Solve?
What Kind of Problems Do We Solve?
"Big Project" Issues and Stagnation
"Big Project" Issues and Stagnation
Major projects often move very slowly: there are constantly blockers, that can take up to a few days to resolve, the workflow of delivering a feature from idea to production is burdened with unnecessary procedures and uncoordinated people, the onboarding of new people is poor, the adoption of new processes is slow.
Loss of Critical Expertise
Loss of Critical Expertise
Key project architects/developers leave, and soon the project becomes a mess because people with essential knowledge and understanding are no longer there, their roles are not functionally filled, and the project is paralysed by incompetence.
It can also create situations where, after some time, none of the people can tell you why the system works the way it does, and why certain architectural decisions were made, they just accept it as a given and often don't question it. At this point, no one has the big picture of the project. This behaviour is well described in the 5-monkey experiment.
Legacy Code Monstrosity
Legacy Code Monstrosity
Due to the nature of long-standing projects, they tend to accumulate a lot of technical debt for various reasons: feature editing or deletion, implementation changes, non-compliance with or lack of coding best practices, developer negligence. It can make writing new code considerably more difficult and disorienting.
Lack of Expertise
Lack of Expertise
Occasionally, even dedicated, well-intentioned specialists tasked with making key technical and business decisions may not have the breadth of expertise required to determine the optimal course of action. The accumulation of such decisions can contribute to the challenges mentioned above.
Solutions Beyond Basics
While the internet is full of basic information and documentation, we have expertise that goes far beyond that.
We understand that your team doesn't have time to sift through endless sources in search of something good; you need solutions that have been tested and proven - that's where our experience comes in.
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