They have their own opinions expressed by business partners.
On the day we calculated that we had 40 days before the bankruptcy, I realized that we were not just struggling with sales – we had a fundamental problem of action that we had made everything off.
It was 2014, and our customs software development company has been working for seven years. We had a talented developer, we presented the quality code and our clients were generally satisfied with our technical work. Nevertheless, we remain, which I call the “Garage Company” – which is unable to break the sustainable growth despite our technical abilities.
Technical Excellence Lens Trap
Like many software companies founded by the developers, we have fallen into a common net: acknowledging that technical virtues will naturally translate business success.
We will spend many years in completing our coding methods, learning new framework and providing solid solutions to software. Our assumption was that the good work would speak on its own. What we did not realize at the time was that our internal processes were causing friction that only technical skills could not be overcome.
Key warning signs that we often ignore:
- Client relationships are starting well but stresses tension during project development
- Working in a reaction mode rather than active communication
- To work hard but not find the reference
- Difficulty in predicting timelines despite technical qualifications
To indicate the difference of action
We began to systematically check our process and discovered that one of our major blind spots was client communication during the development. We were excellent in understanding and providing technical requirements, but we did not develop effective ways to bring about development, shock or changes with clients.
This created a pattern where customers felt disconnected from their plans, and often have their expectations. According to the 2025 survey of Project.com, 68 % of people Due to poor business communication capabilities, they have stopped dealing with a company and have moved to a competitor, yet we were completely improving the technical results.
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Solution of partnership management
Instead of practicing the standard of the project management immediately, we focused on what we call “Partnership Management”.
Our partnership administration strategy includes assigning managers dedicated to each project, implementing active communication instead of reacting refreshments, translating technical facts into business language and vice versa, merely reporting the status quo, and the transformation of the scope.
The effect exceeded our expectations. The clients began to express more confidence in our work, even when the projects faced technical difficulties.
Create a structure that works
Since the communication process improved, we addressed other operational areas that need structure. We adopted the scam method, but instead of treating it as an internal framework, it adopted it to include the client’s involvement regularly.
The key sectors in which we have improved include making the standard we ride new clients, creating a permanent project kick office and milestone reviews, making clear processes to deal with the scope changes and technical issues, and providing regular health -and -a -focus of the projects. Goes
These changes helped ensure that each engagement started with a clear framework and continued with structural checkpoints to keep the projects on track.
We also started measurement of a wider range of measurements, including client satisfaction, communication frequency and health health. We better understand how clients tested our work, identified potential issues and strengthened the trust and transparency that are important for long -term partnerships.
To overcome challenges
The transfer was not without difficulties. Some members of the team initially resisted the extra structure, looked at it as a bureaucracy.
The key was showing how the new process in fact made it easier to tighten their work. We kept the system flexible while maintaining consistency, and when we saw the initial improvement, we made sure to recognize them. It took some time to train everyone on communication and project management methods, but people slowly saw the benefits.
The interesting thing I found was how improved the implementation affected our internal culture. The clear systems reduced daily confusion and liberated the mental mental space of more creative and strategic thinking.
Measurement of success
The changes did not take place overnight, but we started to see meaningful progress that accumulates over time. The client’s satisfaction improved dramatically, our project timelines became more reliable, and the referral business increased substantially. Our team also looked really happy and more engaged.
What started as a operational fixes, how we worked slowly. By 2018, we were developed from a struggling garage company as an organization that gained the attention of potential acquisitions. Our technical skills were still very important, but it was a solid operational foundation – which we did in conjunction with other strategic improvements – which really made us attractive to potential partners.
Points for growing software companies
Our experience shows that the innovation of the process can be as important as technological innovation, especially during the growth stages.
Some early points for similar cases are:
- Client experience from their point of view, not only technical delivery
- Indicate the difference of communication in your current project workfloose
- Enforce regular check -in and reporting system to keep each one connected to the development
- Assign liability responsibilities for relationship management
- Measure the client’s satisfaction along with technical measurements
- Create templates for common scenarios to ensure consistency
The most valuable lesson may be that the construction of a sustainable business process is a technical problem capable of systematically solving itself – it requires different tools and perspectives rather than just writing software.