Andrey Kudievskiy

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.

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.

Once I moved to the United States, we got into a situation where we have a co-founder, which I later bought him out. And it's been a good journey to get there. Another trade-off is going wide or going deep, going shallow or actually diving into something.

Once I moved to the United States, we got into a situation where we have a co-founder, which I later bought him out. And it's been a good journey to get there. Another trade-off is going wide or going deep, going shallow or actually diving into something.

Once I moved to the United States, we got into a situation where we have a co-founder, which I later bought him out. And it's been a good journey to get there. Another trade-off is going wide or going deep, going shallow or actually diving into something.

Working in a professional services business, you can be known for one specific industry or you can be known for several or overall being a trainer. We have always tried to cast a wide net in terms of the number of clients we work with, but our specialization has always been towards mid-market plus to enterprise business. I believe that this is also a trade-off.

Working in a professional services business, you can be known for one specific industry or you can be known for several or overall being a trainer. We have always tried to cast a wide net in terms of the number of clients we work with, but our specialization has always been towards mid-market plus to enterprise business. I believe that this is also a trade-off.

Working in a professional services business, you can be known for one specific industry or you can be known for several or overall being a trainer. We have always tried to cast a wide net in terms of the number of clients we work with, but our specialization has always been towards mid-market plus to enterprise business. I believe that this is also a trade-off.

When you work with startups, it's fun, it's sexy, it's exciting, but the trade-off is startups die. They leave you with some unpaid bills. You have to churn through them often versus getting to a project with a client in the enterprise scale, those who already grew up. It might be less exciting. They might not use the latest and greatest technologies.

When you work with startups, it's fun, it's sexy, it's exciting, but the trade-off is startups die. They leave you with some unpaid bills. You have to churn through them often versus getting to a project with a client in the enterprise scale, those who already grew up. It might be less exciting. They might not use the latest and greatest technologies.

When you work with startups, it's fun, it's sexy, it's exciting, but the trade-off is startups die. They leave you with some unpaid bills. You have to churn through them often versus getting to a project with a client in the enterprise scale, those who already grew up. It might be less exciting. They might not use the latest and greatest technologies.

but what they do well they pay your bills even with 90 days after once you finish the project but they do pay them and there is a constant stream of work so you ultimately have to choose one or another and the teams that you use the developers that you hire they have to be comfortable with either one model of work startups late nights weekends friday commits

but what they do well they pay your bills even with 90 days after once you finish the project but they do pay them and there is a constant stream of work so you ultimately have to choose one or another and the teams that you use the developers that you hire they have to be comfortable with either one model of work startups late nights weekends friday commits

but what they do well they pay your bills even with 90 days after once you finish the project but they do pay them and there is a constant stream of work so you ultimately have to choose one or another and the teams that you use the developers that you hire they have to be comfortable with either one model of work startups late nights weekends friday commits

Versus you go to the other side, enterprise, a little bit more stable, but also sometimes a little bit more stale. And your work may include working with slightly outdated technologies, moving things from monolith architecture to microservices versus with startup world, you actually start with microservices and you go...

Versus you go to the other side, enterprise, a little bit more stable, but also sometimes a little bit more stale. And your work may include working with slightly outdated technologies, moving things from monolith architecture to microservices versus with startup world, you actually start with microservices and you go...

Versus you go to the other side, enterprise, a little bit more stable, but also sometimes a little bit more stale. And your work may include working with slightly outdated technologies, moving things from monolith architecture to microservices versus with startup world, you actually start with microservices and you go...

I believe last but not least is the focus and the concentration as a company that we are right now, professional services company, not a technology company, but we're building technology for our clients. Do we want to stay in the professional services businesses? Or do we want to actually build at some point projects and products internally at Distillery?

I believe last but not least is the focus and the concentration as a company that we are right now, professional services company, not a technology company, but we're building technology for our clients. Do we want to stay in the professional services businesses? Or do we want to actually build at some point projects and products internally at Distillery?

I believe last but not least is the focus and the concentration as a company that we are right now, professional services company, not a technology company, but we're building technology for our clients. Do we want to stay in the professional services businesses? Or do we want to actually build at some point projects and products internally at Distillery?