Andrey Kudievskiy

And some people, they get stuck at the position where they are comfortable and they know that they can expand to 50 people. As soon as the department grows to 51, they start to struggle. They start to struggle managing their schedule, managing the workflow that we have outlined and so on and so forth.

And some people, they get stuck at the position where they are comfortable and they know that they can expand to 50 people. As soon as the department grows to 51, they start to struggle. They start to struggle managing their schedule, managing the workflow that we have outlined and so on and so forth.

One last thing that I want to mention is this talent also wants to be treated well, feel belonging to the company, feel culturally aligned. And also for us, that's very important to be placed on a good project and on a good client. It's not a secret that in Latin America working for US companies is seen as a benefit. This is what we actually strive to.

One last thing that I want to mention is this talent also wants to be treated well, feel belonging to the company, feel culturally aligned. And also for us, that's very important to be placed on a good project and on a good client. It's not a secret that in Latin America working for US companies is seen as a benefit. This is what we actually strive to.

One last thing that I want to mention is this talent also wants to be treated well, feel belonging to the company, feel culturally aligned. And also for us, that's very important to be placed on a good project and on a good client. It's not a secret that in Latin America working for US companies is seen as a benefit. This is what we actually strive to.

We want to have our talent to work for US clients and those US clients that are well-known brands. I cannot stress enough how many times we got feedback from our clients saying that they feel that our team members belong to them. They're part of their team. And that's the best feeling to me. That means that we did a very good job by finding the right talent and the right place for them.

We want to have our talent to work for US clients and those US clients that are well-known brands. I cannot stress enough how many times we got feedback from our clients saying that they feel that our team members belong to them. They're part of their team. And that's the best feeling to me. That means that we did a very good job by finding the right talent and the right place for them.

We want to have our talent to work for US clients and those US clients that are well-known brands. I cannot stress enough how many times we got feedback from our clients saying that they feel that our team members belong to them. They're part of their team. And that's the best feeling to me. That means that we did a very good job by finding the right talent and the right place for them.

What we also do is we assess and collect feedback from clients as well as from engineers, asking them if they are willing to go to the next year and to the next contract with the same person. Or is that the time for us to rotate? Sometimes you have a great engineer, great software developer who just is not aligned somehow, either culturally or in terms of the growth plan.

What we also do is we assess and collect feedback from clients as well as from engineers, asking them if they are willing to go to the next year and to the next contract with the same person. Or is that the time for us to rotate? Sometimes you have a great engineer, great software developer who just is not aligned somehow, either culturally or in terms of the growth plan.

What we also do is we assess and collect feedback from clients as well as from engineers, asking them if they are willing to go to the next year and to the next contract with the same person. Or is that the time for us to rotate? Sometimes you have a great engineer, great software developer who just is not aligned somehow, either culturally or in terms of the growth plan.

Some projects, they stabilize them. This engineer, say, wants to build something new, wants to try new technology, but there is no place on this current project. My goal is for them to never leave distillery, but to rather find a new project for them within distillery. So that's a retaining part. For us, we actually measure this very religiously, how long engineers stay at distillery.

Some projects, they stabilize them. This engineer, say, wants to build something new, wants to try new technology, but there is no place on this current project. My goal is for them to never leave distillery, but to rather find a new project for them within distillery. So that's a retaining part. For us, we actually measure this very religiously, how long engineers stay at distillery.

Some projects, they stabilize them. This engineer, say, wants to build something new, wants to try new technology, but there is no place on this current project. My goal is for them to never leave distillery, but to rather find a new project for them within distillery. So that's a retaining part. For us, we actually measure this very religiously, how long engineers stay at distillery.

And I believe that our latest comparison is that we have engineers staying at distillery 2.4 times longer than in competing companies and competing businesses.

And I believe that our latest comparison is that we have engineers staying at distillery 2.4 times longer than in competing companies and competing businesses.

And I believe that our latest comparison is that we have engineers staying at distillery 2.4 times longer than in competing companies and competing businesses.

In terms of scaling, we have our own limitations within company because we are ultimately limited by how our clients scale and how their projects are feeling. That's what I call a glass ceiling because sometimes no matter how much you convince the client partners that we have that you need to invest into this certain area because it will ultimately result in high revenue and larger market share.

In terms of scaling, we have our own limitations within company because we are ultimately limited by how our clients scale and how their projects are feeling. That's what I call a glass ceiling because sometimes no matter how much you convince the client partners that we have that you need to invest into this certain area because it will ultimately result in high revenue and larger market share.

In terms of scaling, we have our own limitations within company because we are ultimately limited by how our clients scale and how their projects are feeling. That's what I call a glass ceiling because sometimes no matter how much you convince the client partners that we have that you need to invest into this certain area because it will ultimately result in high revenue and larger market share.