How happy are you with the results of the work?
Very happy. It was great working with them. One of the best things about working with those guys is that I find the eastern European schools to be technically strong. They have a good command of English, but not the same phrases that we use in North America. So, what ends up happening is you’re communicating on a very logical level. There’s not a lot of idle chat or a lot things like sarcasm and things that are in meetings when we deal with people in North America is absent in dealing with them there, so I find that really effective because we just get to the heart of the matter and just get it out of the way. Everything was really blunt.
Compared to working to other developers you may have worked with in the past, is there anything special or unique about Oxagile?
I think their position at the time, which is in Belarus, helps, but there are probably three things to highlight. One is the fact that I’m just a real big fan now with something I’ve never considered before. Before I used to source to India or Philippines or Vietnam, but I think working with them really opened my eyes to Eastern Europe, and the technical strength of companies like Oxagile. So, that’s definitely one strength, and I mentioned the language thing, which was really a big plus for me because when you’re solving technical issues, this is not rocket science, it’s pretty straightforward. So, you just need to take it to the heart of the matter. The second thing I would say is the flexibility. Those guys, unlike most North American firms and some international firms, they are understanding our business change or our market change. For instance, there was a significant downturn on the business, we change our business model, we pivoted and, when we did that obviously there was an organizational impact. Then, we had to re-factor the organization, and they are without legal formalities because Oxagile was willing to work with us. I thought that was actually interesting because a lot of places don’t do that. Some people fear-monger of the fact that they’re going to reinforce their contract or whatever. The thing is they did that in the hope of future business and actually, eventually the company was sold, so there was on future business. They did an attempt to a future business, and I think that was really pretty given because the risk that that company would be sold.
Do you think there’s any areas that they could improve or do slightly better in?
Yeah. I’m trying to think. I think the one thing, and this might be universal to all when you’re dealing with a lot of people offshore, you’re not managing people directly is the fact that we had some strong guys, and then we have not-so-strong guys, and so you have a development team of 10 people. You have one or two strong guys and some not-so-strong guys hiding behind them, but they’re getting paid the same rate and just the type of management of that I think of kind of consistency of staff. Overall, everybody was totally adequate, and they fit the need. There’s no complaints, but there was definitely differences at skill level without differences in rates.