Andrey Kudievskiy

I will be honest, we've tried and we've tried unsuccessfully building several products. The trade-off is that you lose focus, you lose concentration. You lose money at the end if the project is not successful. And we are always doing this with our own investments rather than going after venture money.

I will be honest, we've tried and we've tried unsuccessfully building several products. The trade-off is that you lose focus, you lose concentration. You lose money at the end if the project is not successful. And we are always doing this with our own investments rather than going after venture money.

I will be honest, we've tried and we've tried unsuccessfully building several products. The trade-off is that you lose focus, you lose concentration. You lose money at the end if the project is not successful. And we are always doing this with our own investments rather than going after venture money.

You could use this attention and energy somewhere else to build your own business, to build different offerings, to become advanced in gen AI and so on and so forth versus what ultimately results in the waste of time trying to become who we are not.

You could use this attention and energy somewhere else to build your own business, to build different offerings, to become advanced in gen AI and so on and so forth versus what ultimately results in the waste of time trying to become who we are not.

You could use this attention and energy somewhere else to build your own business, to build different offerings, to become advanced in gen AI and so on and so forth versus what ultimately results in the waste of time trying to become who we are not.

So going into product world versus staying in the professional services businesses and knowing what the differences are and how you can't really do two things at once. I believe that this is another area where the choice was quite obvious, but it took me some time to figure out what my comfort level is.

So going into product world versus staying in the professional services businesses and knowing what the differences are and how you can't really do two things at once. I believe that this is another area where the choice was quite obvious, but it took me some time to figure out what my comfort level is.

So going into product world versus staying in the professional services businesses and knowing what the differences are and how you can't really do two things at once. I believe that this is another area where the choice was quite obvious, but it took me some time to figure out what my comfort level is.

Will I never be building a product that can grow 10 times a year, 10x, versus building a company that's stable growth, 15, 20, 30, 40% every year and going into what I call less exciting, yet equally challenging business, staying on the professional services side.

Will I never be building a product that can grow 10 times a year, 10x, versus building a company that's stable growth, 15, 20, 30, 40% every year and going into what I call less exciting, yet equally challenging business, staying on the professional services side.

Will I never be building a product that can grow 10 times a year, 10x, versus building a company that's stable growth, 15, 20, 30, 40% every year and going into what I call less exciting, yet equally challenging business, staying on the professional services side.

We currently have several hundred engineers and we are by and large a company of developers built by developers. And our clients are also developers in the past. Usually they're CTOs, chief technology officer, CIO, chief data officer and such. So developers, they're divas, right? And I can say this because I was an engineer in the past and I know that I had a lot of options.

We currently have several hundred engineers and we are by and large a company of developers built by developers. And our clients are also developers in the past. Usually they're CTOs, chief technology officer, CIO, chief data officer and such. So developers, they're divas, right? And I can say this because I was an engineer in the past and I know that I had a lot of options.

We currently have several hundred engineers and we are by and large a company of developers built by developers. And our clients are also developers in the past. Usually they're CTOs, chief technology officer, CIO, chief data officer and such. So developers, they're divas, right? And I can say this because I was an engineer in the past and I know that I had a lot of options.

How to get there where we are right now is to never sacrifice on the quality and be an employer of choice. Meaning, once you have more than five people, you can start thinking about the actual structure that you want to build. The first five, I said it already, bunch of friends. Nobody knew who will be the CTO. Nobody knew who will be responsible for a certain department.

How to get there where we are right now is to never sacrifice on the quality and be an employer of choice. Meaning, once you have more than five people, you can start thinking about the actual structure that you want to build. The first five, I said it already, bunch of friends. Nobody knew who will be the CTO. Nobody knew who will be responsible for a certain department.

How to get there where we are right now is to never sacrifice on the quality and be an employer of choice. Meaning, once you have more than five people, you can start thinking about the actual structure that you want to build. The first five, I said it already, bunch of friends. Nobody knew who will be the CTO. Nobody knew who will be responsible for a certain department.

But as soon as we stabilized at this very first level, then my mind was, all right, what if the company is a thousand people? How would they see the structure of the technology delivery department? What would it look like? And by no means, I had a path to get to a thousand at this point. But I started to think that for every technology, we need a head of department.

But as soon as we stabilized at this very first level, then my mind was, all right, what if the company is a thousand people? How would they see the structure of the technology delivery department? What would it look like? And by no means, I had a path to get to a thousand at this point. But I started to think that for every technology, we need a head of department.