Andrey Kudievskiy

to build their vision to propel them faster to allow them to hit the market sooner than they could without our help that does not mean we stopped building mobile applications or doing other things but more and more i see us as a business helping other businesses and transitioning from what i could call a technology company into what really is right now a professional services business and

Honestly, I like it. I like helping 50 other companies to become better by using one company, us. I started Distillery with a group of friends right after university. These people, some of them still with the company and some of them left, started their own businesses. For me, the vision of starting Distillery was I saw that really good level of talent in what I call those developing countries.

Honestly, I like it. I like helping 50 other companies to become better by using one company, us. I started Distillery with a group of friends right after university. These people, some of them still with the company and some of them left, started their own businesses. For me, the vision of starting Distillery was I saw that really good level of talent in what I call those developing countries.

Honestly, I like it. I like helping 50 other companies to become better by using one company, us. I started Distillery with a group of friends right after university. These people, some of them still with the company and some of them left, started their own businesses. For me, the vision of starting Distillery was I saw that really good level of talent in what I call those developing countries.

And then an immense opportunity in the United States where you can make different amount of earnings doing the same amount of job and the same quality. So there was a disparity between the amount of really good companies and the amount of good talent. Good companies are located in the United States and good talent is located elsewhere outside.

And then an immense opportunity in the United States where you can make different amount of earnings doing the same amount of job and the same quality. So there was a disparity between the amount of really good companies and the amount of good talent. Good companies are located in the United States and good talent is located elsewhere outside.

And then an immense opportunity in the United States where you can make different amount of earnings doing the same amount of job and the same quality. So there was a disparity between the amount of really good companies and the amount of good talent. Good companies are located in the United States and good talent is located elsewhere outside.

By saying this, I don't say that United States don't have good talent. United States is full of great talent, but also the talent is actually equally spread across the globe. So we, on our hand, providing the access to this talent in Latin America, and we find the best engineers and we match them with the best clients. So it's a world-best talent working for world's best companies.

By saying this, I don't say that United States don't have good talent. United States is full of great talent, but also the talent is actually equally spread across the globe. So we, on our hand, providing the access to this talent in Latin America, and we find the best engineers and we match them with the best clients. So it's a world-best talent working for world's best companies.

By saying this, I don't say that United States don't have good talent. United States is full of great talent, but also the talent is actually equally spread across the globe. So we, on our hand, providing the access to this talent in Latin America, and we find the best engineers and we match them with the best clients. So it's a world-best talent working for world's best companies.

It's a small agile team, three, four, five people that is capable to deliver results on the first sprint. Usually when you start hiring your internal talent, you're going to get person number one joining the team. Then if you're lucky, two weeks later or usually one month later, you get the second person, third person and so on and so forth.

It's a small agile team, three, four, five people that is capable to deliver results on the first sprint. Usually when you start hiring your internal talent, you're going to get person number one joining the team. Then if you're lucky, two weeks later or usually one month later, you get the second person, third person and so on and so forth.

It's a small agile team, three, four, five people that is capable to deliver results on the first sprint. Usually when you start hiring your internal talent, you're going to get person number one joining the team. Then if you're lucky, two weeks later or usually one month later, you get the second person, third person and so on and so forth.

The first MVP of Distillery is when we were able to put together a team that worked together on different projects already and was able to come and start working on the client's projects and submitting the code that can be used in production on day one, day two, day three. So that would be my definition of what MVP is for services businesses like us.

The first MVP of Distillery is when we were able to put together a team that worked together on different projects already and was able to come and start working on the client's projects and submitting the code that can be used in production on day one, day two, day three. So that would be my definition of what MVP is for services businesses like us.

The first MVP of Distillery is when we were able to put together a team that worked together on different projects already and was able to come and start working on the client's projects and submitting the code that can be used in production on day one, day two, day three. So that would be my definition of what MVP is for services businesses like us.

Number one, start alone or start with your friends and with the help from family members and such. For me, that was a tough one to make a decision. And ultimately, in the past, I had my fair share of experience working with co-founders and other people. And I really wanted to be responsible for success myself and for the failure myself.

Number one, start alone or start with your friends and with the help from family members and such. For me, that was a tough one to make a decision. And ultimately, in the past, I had my fair share of experience working with co-founders and other people. And I really wanted to be responsible for success myself and for the failure myself.

Number one, start alone or start with your friends and with the help from family members and such. For me, that was a tough one to make a decision. And ultimately, in the past, I had my fair share of experience working with co-founders and other people. And I really wanted to be responsible for success myself and for the failure myself.

So I decided to be a sole founder, which may or may not have been the absolutely best decision, but that's my decision. The trade-off for this is you're a one-man army until your company grows. If you fail, if you get sick, if you just somehow miss the mark, then it's on you. And the upside is also quite obvious. If things are going well, you will also benefit from this.