The opinions of the entrepreneur are expressed.
The day we calculated, we have 40 days from bankruptcy.
It was 2014 and the Special Program Development Company operated over seven years. We had talented developers, given a quality code and our customers are generally happy with our technical work. Again, what I will call the “garage company”, despite our technical capabilities, we could not allow continuous growth.
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Trap of Technical Perceptions
As many program companies established by the creators, we have a common trap: we believe that technical excellence naturally will be translated into business success.
We would suggest improving our coding practices, learning new frames and deliver solid software solutions. My assertion was our good work for himself. At a time when our internal processes could not eliminate, our internal processes were creating friction.
The main warning signs we are often ignored:
- Customer Relationships Starting well but tense during project progress
- Operates in jet mode, not proactive communication
- Try but not receiving appeals
- Having difficulty predicting time mode despite the technical competence
To identify process gaps
We have begun to investigate our processes and in this case, when one of our great blind spots has revealed that it was customer communication. We were great to understand technical requirements and understand solutions, but we have not developed the effective ways to align the progress, failures or changes in customers.
This created a pattern where customers are separated from their projects and often have incorrect expectations. According to Project.Co’s 2025 research, 68% of people stopped working with a company and moved to an opponent due to poor business communication skills, but we optimized for technical results.
In connection: I have more than 30 businesses – from one moment how many more than one company can be adopted
Partnership management solution
Instead of implementing the standard project management methodology, we focused on what we call “Partnership Management” – to actively manage customer relations along with technical delivery.
To implement a project to use a project management, reactive updates, technical truths, such as delays and vice versa, such as delays and insertions, it provides a project to develop templates, such as delays and insertions.
The blow overturned our expectations. Customers began to express our work, even when projects encounter technical difficulties.
To create a working structure
As the communication process improved, we touched on other operating areas in need of structure. We have adopted SCRUM methodology, but instead of approaching it as an internal framework, we adapted to include regular customer participation.
In the main areas we have improved, we standardize our new customers and create clear process opinions, and create a regular project reviews, and the formal project reviews are created and create step-ups and create stepbacks and forms of stages, and create stepbacks,
These changes have ensured that each tab has started with a clear framework and continues with structured checkpoints to continue projects on the road.
We began to measure a wider range of sizes, including customer satisfaction, communication frequency and attitude health. We could better understand how customers recovers how our work is in the future and to recognize potential problems and strengthen the confidence and transparency for the long-term partnership.
To overcome the problems
The transition was not without having difficulty. Some team members first resisted the additional structure and looked at it as a bureaucracy.
The key, in fact, new processes are not more difficult, it made their job easier. When protecting the sequence, the systems were flexible and made sure that when we recognized them when they saw early progress. The new communications and project management approach took a while to everyone, but people gradually saw the benefits gradually.
I find interesting, the process of improving the process, he said that it affects our internal culture. The presence of more clear systems has reduced the mixing confusion from the day and released the mental space for more creative and strategic thinking.
Measure the success
The changes did not happen in one night, but we began to see the meaningful progress collected over time. Customer satisfaction has improved sharply, our project schedules have become more reliable and the application has increased significantly. Our team really looked happy and more interesting.
What started as an operation correction has changed how we work. We have become an organization attracting potential buyers from a garage company struggling until 2018. Our technical skills were still very important, but it was a solid operating fund – made with other strategic developments – really made it attractive to potential partners.
Tips for grown software companies
Our experience shows that the process innovation can be technical innovation, especially when it is in the growth stages.
Some startpoints for similar situations:
- Not only technical delivery, audit customer experience from their perspective
- Determine communication gaps in your current project workflows
- Carry out regular inspection and reporting systems for everyone’s progress
- Set attitude management tasks
- Measure customer satisfaction next to technical sizes
- Create templates for common scenarios to ensure sequence
The most valuable lesson that the establishment of sustainable work processes is a technical problem worth solving systematically – simply requires different means and approaches than write.