What was the scope of their involvement?
Our technology efforts were about moving to the cloud and adopting newer and better technologies and practices. Based on their experience, they made recommendations. Then, we had second and third conversations until we moved in the right direction.
We had a legacy technology to manage home energy audits. We faced some barriers with the technology stack, and we decided to go cloud-based and embrace the Microsoft technology stack. We had an intermediate product that was written as a Microsoft desktop client, but we wanted to go more fully mobile.
Auriga, Inc. built out mobile frontends. Based on their cloud expertise, we had them build a micro-service backend using messaging, events sourcing, and other important technologies. We used the AWS stack in cutting-edge ways that put us ahead of the curve, and the platform they built is still durable, flexible, and extendable. We successfully moved our legacy technologies into AWS, and we looked at our future direction. They helped us pivot from a code and software solution to a data solution.
What is the team composition?
We started with a team of about 12, but that scaled up to as many as 40 team members. On average, we sustained a group of 20 people across two teams.
How did you come to work with Auriga, Inc.?
Our previous CTO had a relationship with Auriga, Inc. and spoke highly of them. We had a quick interview cycle to make sure they were the right partner, and we found them very capable. They could do staff augmentation for product-based work. We knew our products would have a long life, and we needed a team that could support us in the long-term. Auriga, Inc.'s prices were competitive, and their engineers were engaged.
How much have you invested with them?
Prior to acquisition—roughly 2013–June 2015—we spent between $2 million–$2.5 million per year on their team. That went down to just under $1 million in 2016.
What is the status of this engagement?
We brought Auriga, Inc. in around summer 2013. I left the company in March 2017, but the partnership was still in a maintenance phase.