Software Development Fact: Teams are better than Freelancers

When it comes to developing a digital product, there are generally two ‘traditional’ approaches that come to mind: One involves the long, arduous process of recruiting and hiring a collection of new employees for in-house development, and the other entails cobbling together a one-time project team made of freelancers to get the job done.

The first allows for a technical and cultural fit at time-consuming and bureaucratic costs that typically add more unnecessary work than value, and the second brings speed and liquidity but comes with significant risks of mismatch, conflict, and failure.

For the best of both worlds in getting a project done efficiently – to a high standard with developers who have a proven track record – established software development / tech teams are the only way to go. They’re also easier to find than you may think.

What is a tech team?

A tech team is a group of people that build digital products as part of a boutique software development company or studio and consists of frontend and backend developers, programmers, QA testers, UI/UX designers, system architects and project managers, amongst other roles that all work together to create things like mobile and web apps, IoT systems, web platforms, and cloud computing software. These teams come in all shapes and sizes, so it can be somewhat tricky at the start to narrow things down. However, in Digital Knights’ experience of testing well over 300 teams with countless variables of technologies, processes, and sizes, there is a single framework that shines through the best teams:

On average, the ones worth considering are 30 – 200 people in size, have worked together for 5+ years and have completed over 100 projects (so they are well established and have a really good understanding of how to work together across several industries and technology stacks). Naturally, not every project needs 200 people with every role imaginable, but these teams are equipped to form smaller, tailor-made project teams for the size and type of digital product.

So why choose an established team over a group of freelancers?

Because there is no need to tack on the additional risks of bringing more variables and unknowns into the equation when established teams have proven time and time again that they are just better. Hiring an established team means you get a team that is just that – established, so why bother with chance? There are better ways to gamble money away (and definitely some more fun ones).

Nevertheless, cobbling together groups of freelancers for a one-off project is a strategy that a variety of companies still engage in on a high-risk, high-reward model. The freelancers come together for the duration of the project and try to build whatever product is commissioned, and then they’re all sent packing. While this seems like a logical, easy way to set up a team quickly, people with no previous experience working together is often a recipe for total disaster and project failure as issues arise as they develop processes, workflows, and learn each other’s tools and preferences on the fly. Besides having to figure out how to work together productively, the new group has to figure out how to work with you, most of all. On the flip side, established teams have this sorted out already and can work on solving your problems instead of solving their own problems of how to work together.

Teams are often cheaper

Hiring an established development team is often a cheaper alternative to hiring a group of freelancers when you take into account the full cost and individual overheads of time, money, and energy on top of the initial financial outlay. Freelancers often demand contractor’s rates and the cost quickly adds up, not to mention the effort it takes to recruit and interview decent freelancers! They also need to do their own admin tracking which builds into their fees so you could end up paying for time that isn’t spent working on your project for each member. Established teams can hit the ground running faster as they don’t need to spend time setting things up that they’ve already handled countless times so nothing is lost while they find their groove.

Teams will act as consultants

From suggesting work tools that may bridge the gap while working remotely to suggesting better solutions to the challenge your product is solving, good teams will often act as strategic consultants because of industry expertise. By drawing on past experiences with other projects, they are able to offer advice and direction if they feel there is a more efficient way to do something or a better solution to a problem. Collectively they have more experience than a group of freelancers and will use this to make the project run smoothly and quickly, saving time and money in the long run, but more importantly understanding the product vision and market fit to tackle problems with results instead of just writing code.

Teams are reliable and have a proven track record

Partnering with an established team gives you a project specific working relationship dedicated to you and you alone. The constant availability will ensure that your project is completed to deadline. It is also easier to gauge a fit by checking portfolios of previous projects and examining scopes, deadlines, and final results. Freelancers, however, are often involved in multiple projects at the same time and their own individual impact on previous product outcomes is limited. There’s real added risk when each freelancer’s working hours and personal schedules might have unexpected incompatibilities that disrupt the development cycle.

Teams are a one-stop shop

Hiring an established team also means getting expert advice on the realities of the requirements when it comes to the different positions needed to develop a given project. Then, all those pieces are available in one familiar place. The onus is not on the client to know what roles are required to develop certain projects as the team will be able to advise on this and provide good people for the job once it has been scoped out.

Altogether, while the ‘groups of freelancers’ model was initially a plausible advancement for building digital products in a timely, cost-effective manner, the arrival and availability of on-demand, established tech teams is a definitively better solution. At the end of the day, less variables makes it easier to judge, and it’s easier than ever now that discerning what to look for is far more clear and accessible. It’s time to move on from the headaches and risks of freelancers and embrace verified, established teams as technical partners for your next project.

If you’re an innovating corporation, startup, or enterprise that would like to learn more about using verified, established teams for your next project, get in contact with Digital Knights.

The Must-haves to Consider when Choosing a Tech Partner

Finding a tech partner to develop a product can be a daunting task whether it’s the first time or the tenth.
Choose the right partner and your project could supersede your expectations.
Choose the wrong one and you could pour money down the drain.

With stakes that high it’s crucial to get it right. So what exactly should you be considering? Start here:

First things first, don’t waste your time recruiting a mixed bag of individual freelancers that may or may not get along with your product vision as a whole, let alone each other. That’s an extra risk you shouldn’t have to take just to find out. Go with existing, experienced teams and take the following into account:

Generalists or Specialists

The first question to ask is whether you want a team with a wide-ranging yet cursory skill base, or a team that’s more limited but has true expertise in one or two specific areas. There are pros and cons to each so weigh them against your perceived needs. The generalist style team will do a variety of tasks well and can handle projects that require developing a multifaceted product. For example, a handyman who knows about plumbing, electricity, and carpentry can complete many small jobs satisfactorily for constructing an office building. He’s a reliable ‘jack of all trades, master of none’ that you would comfortably hire for his versatility, but you wouldn’t hire him to install an elevator. That’s the job for a specialist, since the consequences of cutting corners in such an area can cause major problems and jeopardize the success of the final product.
When it comes to software development the ideal tech partner is a combination of both, and most specialists have to be generalists to some extent. This is called a T-shaped skill set where the “top line is the general skills held by that team and the vertical line is the area where they have very specific skills” – Who will dominate the future of work? Specialists or generalists?

When looking for a partner, try to find a team that is closest to specializing in your biggest core need (the one that can’t go wrong), while still holding strong generalist characteristics.
“In order to acquire the skills of a specialist, a great deal of general knowledge is required and accumulated along the way.” – Simple Programmer

Baseline Project Analysis

To begin prioritizing the general and specific skills required for a successful partnership and final product, it’s important to have a clear idea of the full scope and desired outcome of the project. Don’t rush into development until the business plan and project briefings are fully thought out and complete. A solid understanding of the market, business stakeholders, targets, goals, and competitors will make it much easier to identify which teams have the most experience developing on similar execution strategies. In addition, putting together a reviewable collection of the business plan, market analysis, competitor landscape, lean analysis (for startups) and go-to-market strategy, user/target persona, internal and external KPIs (for pre established companies) will help you determine which teams are properly prepared even if you’re not the most technical.

Competitive Edge Identification

Establishing and properly emphasizing a competitive edge can be the difference between success and failure. Take a close look at the project analysis materials and figure out exactly where the product needs to be different by the time it launches. What is the unique value proposition (UVP), and how can the product highlight that on its own? Does it need to be strong technologically? Does it need to stand out visually within an industry or is it a unique process that’s important to its success? What gives the final product an offering that the current market doesn’t address? What are the current trends in the industry vertical which are relevant to the project? Make real conclusions about these questions and apply those priorities to address the big three verticals that come next: Industry, Technology, and Process.

Vertical 1: Industry

Industry comes into consideration as an important factor when building something to introduce in an already competitive environment. This is the industry you are trying to disrupt and the products you hope your technical partner understands, such as Automotive, Education (EdTech), Finance (FinTech), Travel, or Insurance (InsurTech). Teams who already have industry-specific development experience are more likely to be familiar with concepts and common technologies to make informed decisions as strategic consultants instead of just developers. They’ll be aware of useful tools and predecessors, they’ll have an idea of the competitive landscape and the existing players in the market, and they’ll know what the long-term process involves. To become a new market player from scratch, an industry veteran team can save a lot of time, money, and heartache. Nevertheless, if you’re already an industry experienced creator yourself, consider choosing a team with a higher level of expertise in one of the next two verticals if the duplication of the knowledge base would provide little value.

Vertical 2: Technology

Development teams tend to specialize in certain areas of the technology spectrum out of a natural gravitation over time. If you identified any one technology or tech stack in particular as a competitive edge priority, then this vertical deserves serious attention! Technology encompasses a huge range of features and within each of those even more decisions need to be made in order to properly execute the project. The first decision is which new domain type are you making – mobile app, web platform, internal company software, database, cloud computing, data science, or IoT? The list is huge! But once you have this nailed down the hard part begins. Which is the best way to execute the development of the project? Which coding language do you need? Which framework? What sort of database? Do you need a cloud platform and if so, which? How much and what sort of testing is required? In the end, think back to the matter of generalists versus specialists. The more specific the technological needs, the more specialized your partner better be if you plan on succeeding.

Vertical 3: Process

Look back at the project analysis to narrow down the key focus for the given process. Do you want to create a proof of concept? Do you have that already and want to build something mainly to scale? Do you need to iterate on product-market fit? Do you need to build up your existing team so you can run faster? Process is the categorization of projects based on where they sit within the innovation lifecycle in order to line them up with teams that are the most suitable for the current stage and can develop the product with the next stage in mind. Teams with different workstyles may perform better at different stages of innovation. For example, projects focusing on ideation, brainstorming, wireframing, and prototyping often require a super adaptable, agile team that can produce and test MVPs in sprints. Teams further along in scaling and maintenance often have a structured style to prepare more organized builds and handle bureaucratic elements of the project. Find a tech partner with a history of developing for your particular stage.

What about cultural fit?

Once you’ve established the priorities, goals, and executions strategies for each vertical, the list of qualified partners should be remarkably short. At last, it comes down to making sure both parties are compatible in culture and workstyle for smooth collaboration whether in-house or remote. That said, many creators are unsure of what questions to ask when it comes to tech team culture. Here are a few big ones: What communication tools does the team use and are they different from yours? What is the team’s desired depth and frequency of feedback sharing? What is the company structure like and will it be a complement or a hardship? Is continuous learning encouraged? Does the team participate in group activities? Answers to these questions can reveal whether the software development house encourages employee engagement and growth and whether the structure of the company is hierarchical or flat. A flatter company structure is often a good indicator that those working on the project will take their own initiative and approach issues proactively throughout the project duration.

Get started or ask for help!

Choosing a partner for software development and digital projects is just that– a choice. Still, that choice can have major implications when it comes to time, money, and success. Digital Knights helps innovators make these choices on a regular basis. Take the above considerations into account ahead of your next project, and get in touch with Digital Knights to work with approved teams.

How to get the most out of remote teams in an agile environment

Agile is a time-focused, iterative work style philosophy that allows teams of software developers to build a product step by step and deliver it on a set timeline. One main benefit of this methodology is the ability to adapt and change at any step depending on feedback, market conditions, and corporate obstacles, for example. An approach like this allows teams to react quickly to supply only relevant products to the market. Agile is most commonly used to build software however it is appearing more and more frequently as a work style within larger projects in other areas of businesses such as new product development and even marketing campaigns.

Agile origins

Agile was initially developed to be used by teams that were physically located in the same place. They worked together with the overarching idea that “the most efficient and effective method of conveying information to and within a development team is face-to-face conversation.” (Agile Manifesto)

However, this is no longer the case. As the digital landscape evolves, companies are adapting the way they innovate — and that commonly includes working with remote teams who are experienced in distance development and can benefit from a borderless environment within their own team. This means that not only can product management teams and stakeholders benefit from using a remote team in an agile environment, but also the remote teams themselves can be split up to take advantage of modern execution strategies without missing a beat.

Benefits of remote teams in an agile environment

Although the agile style of work was developed for teams in the same location, decentralized teams are using it to the same level of effectiveness. There are many benefits to having teams and members across multiple locations.

  • Access a greater variety and caliber of talent than if you were to search only locally – By looking further afield for partners rather than just within the local market, you can often access a wider range of talent at more competitive prices, allowing you to add value to your team for a lower investment. In some markets, the same – or better – talent can be found for a lower cost, reducing overhead.
  • Increased clarity and communication – Processes and decisions are often better documented because they need to be shared across locations by default, so a digital paper trail is created almost automatically.
  • Give your entire team a more flexible work schedule – when teams are scattered around the globe, team members have the option to work when they can/want to depending on who they need to work with on that particular day. This gives them freedom to move away from the traditional 9-5 schedule and perhaps structure their day with more flexibility and efficiency for a given task. With the potential to work at any time of the day, projects can often be completed faster than if everyone needed to be in the same location.

The challenges

Naturally, there are some drawbacks, too. The agile style of work in a decentralized environment has potential challenges brought on by the distance arrangement.

  • Time zone differences – this can be both a positive and a negative. While work can continue without pause across time zone to time zone, there may also be a lag due to order of operations, and urgent meetings cannot always be called on short notice.
  • Community feel – It is difficult to build rapport and foster a feeling of being a part of a team when the full group is not physically in the same space. This can result in cultural differences and misunderstandings sticking out when trying to create a cohesive team.
  • Miscommunications as things get lost in translation – communicating primarily over messaging apps and online workspaces leaves room for ambiguity and misunderstanding that may not happen when teams are together and can see body language and hear tone.
  • Limited window for higher-level meetings – with a shorter crossover period between teams due to time zone differences, teams may have short windows to communicate with everyone together. Prioritizing discussion points and deliverables becomes more pressing to ensure that the most important points are covered with room for feedback.

So how do you make it work?

With proper preparation and respect to a few considerations, working with distributed teams in a collective agile approach is tough to beat in the digital innovation world.

Build rapport and company culture

It turns out that a good, time-honored focus on interpersonal skills and process discipline – the nuts and bolts of collaboration – is key to driving strong results from virtual teams.
– Forbes, Building Virtual Teams: Strategies For High Performance

Nothing beats meeting each other face to face. Body language makes up 90% of our communication so having team members meet each other face to face will help to form relationships faster. There are lots of video conferencing and online messaging tools available as well if physical meetings are not possible.
While you can’t have a physical community, create an online community that promotes a culture of learning, accountability, code ownership, and an environment where team members want to interact (and do so voluntarily).

Communicate well, not necessarily often
When working remotely it’s easy for the finer details to fall through the cracks. Decision-making often happens quickly for those team members that are physically together. If only the decisions and not the rationale are shared with the rest of the team, the risk of miscommunication and waste increases. Communicating in an effective, need-to-know basis helps keep standards high and move quickly as long as expectations and instructions are crystal clear.

Ensure you have the right tools in place to help communication flow freely and transparently.
From Clubhouse, Trello, and Asana to Slack, Skype, and Telegram, there’s an array of tools and platforms out there for project management and messaging. It doesn’t really matter which tools and platforms the teams use together, but the level of effectiveness in which the team uses them does. Distributed teams must ensure that their communication and understanding is transparent and visible.

Make time for both sides to ask for feedback throughout the project.
This allows communication to remain open and ensures that each party has the opportunity to clarify anything they’re unsure of, whether the process is working and allows any issues to be resolved quickly so that work can continue at a fast, efficient clip.

Make the most out of overlapping schedules
When you have teams in multiple locations and time zones, maximizing the time that you have together is essential. Ensure that priorities are set clearly before the meeting so that important things are discussed and not missed and time is used effectively.

Be smart with meetings
Work out your optimal meeting time and duration by monitoring employees engagement throughout. If people start to disengage, consider whether meetings are too frequent or whether the topics covered are not relevant. If priorities aren’t getting covered, perhaps more time or an additional meeting is needed.
Consider rotating meeting times so that one team isn’t always affected by time zones and have to get up early or stay up late – if one team is constantly bearing a tougher burden it can potentially affect team morale.
Once each part of the project is completed, have demonstrations so that everyone involved can see where the project is at, what was done and what the end product looks like. This gives the whole team a chance to provide feedback and keeps everyone in the loop.

Have the right people in the right places
The order of the puzzle pieces matters, and this can be used to your advantage on a daily basis in terms of deliverables.If one part of the team is ahead of the rest and working on a key handover that the other members would otherwise be waiting for before moving forward, the project may progress much faster than if it were the other way around. If you have a decentralized structure, be conscious of where the teams for certain functions, departments and projects are physically located. Down the road, the way successful innovators look for talent may adapt to take advantage of this optimized approach.

By testing and observing a vast network of successful decentralized teams, Digital Knights collects insights on effective work habits and evolving methodologies that are instrumental in understanding digital transformation and collaborative work environments. However you may refer to decentralized teams (be it distributed, outsourced, remote, or something else) the best practices for an agile environment shine through when clear principles are aligned, tools are used properly, and a mutually beneficial structure is in place.

On the Rise: Tech Due Diligence

From bootstrapped startups to corporate boardroom tables, more and more people are asking questions like: Is our tech solid? Is our tech sound? Is our tech good enough to accomplish our development goals?

Nearly all industries have gone or are going digital, and nearly all industries are evolving around innovation–or at least they’re ripe for it. The subsequent arms race to find quality developers has led to greater risk and more confusion both at home and abroad, and as a result, people are more unsure than ever about what they’re really getting when they hire tech talent.

Enter tech due diligence.

What is tech due diligence?

Tech due diligence is a way to evaluate a given group’s technical capabilities and qualities necessary to build a digital product or software before a single new line of code is ever written. Performing tech due diligence follows a similar process to that of venture capitalists looking to acquire or invest in a company. In this case, the stakeholders are conducting a thorough examination of a development team and it’s environment to ensure both technical proficiency and overall compatibility. The result is a clear reduction to the risk of failure and a definitive pathway to successful collaboration.

So why is it needed now?

The fast-paced digital landscape has led to increases in both the demand and the supply of tech resources. The problem is, these increases pay absolutely no mind to quality, which means the market is flooded with noise and fragmentation. And this is only set to continue. The demand for reliable tech talent has reached fever pitch and it’s no longer restricted to just the bigger players like Google and Facebook as more and more industries are becoming fully reliant on IT and CS related staff members.

“Software developer jobs are expected to grow 17% from 2014 till 2024”.

– Forbes

Amid this growth, the recruiting struggle continues. This report from McKinsey highlights the hardships companies face to hire quality tech talent in a scramble to upskill their teams–and this is a trend set to escalate. However, it’s not just that. At the same time that more and more less-than-capable developers are offering their services to the market, the competent ones are also having trouble finding projects that are interesting and valuable themselves. As a result, good businesses, startups, and entrepreneurs are losing time, money, and effort by enduring rotten partnerships, meanwhile the truly great technical counterparts are struggling to differentiate themselves in the market full of lesser competition. What does this mean? It means that on both sides, the need for third-party verification is at an all-time high.

Is anyone doing it?

Well, Digital Knights is, for one.

Although there may be distinguished individuals performing tech due diligence on a for-hire and case-by-case basis, Digital Knights does it on a larger, more accessible scale. By reverse-engineering a ‘teams-first’ approach to test hundreds of boutique software development teams across the globe, Digital Knights has already put in the time and legwork that other companies don’t want to or simply can’t. As such, Digital Knights has established a quality assurance framework for digital innovation and software development in a world that has no real standardizations or regulations.

What’s Digital Knights?

The founders of Digital Knights experienced first-hand what being severely let down by tech partners felt like and decided that enough was enough–there was just too much failure in the digital innovation space. Today, the company is both a tech due diligence powerhouse and an exclusive gateway to its own network of trustworthy and gifted tech partners. On a rolling basis, businesses and entrepreneurs come to Digital Knights for connections to approved teams for on-demand collaboration in building digital products such as mobile apps, VR experiences, and IoT systems. The result is a data-driven alternative to the failure-ridden market standard of IT outsourcing that instead boasts a project success rate of 98 percent.

On the flip side, tech teams themselves seek out Digital Knights to undergo its strict due diligence methodology–a custom-built process put together in a combined effort with industry renowned CTOs, serial entrepreneurs, and tech due diligence experts with over 20 years of experience in vested outsourcing. After teams undergo the rigorous six-week test, not only do all receive a full report detailing team strengths and weaknesses across various technical and non-technical categories (no matter if they pass or fail), but they also receive instructions on how to remedy areas that are unsatisfactory ahead of a reassessment as well as how to improve their own abilities to attract potential clients. Only seven percent of teams at this time meet the standards to become Digital Knights approved on the first try.

“The due diligence process was important to us for two reasons. First, we got an independent and honest review of how we as a company are seen externally and how we rank in both the technical and communication areas. It boosted our confidence and provided actionable suggestions for improvements. Secondly, we view the Digital Knights network of approved teams as an emerging mark of quality within the custom software development market.”

– Adam Warski, CTO, SoftwareMill

What’s next?

Tech due diligence is still growing as an integral piece of the innovation puzzle. When done properly, it erases risks and modernizes decisions for top executives, CIOs and CTOs, non-technical founders, and product managers.

If you have a digital project coming up, get in touch with Digital Knights for a consultation to ensure you find the right team for your company.

Outsharing – Taking Outsourcing to the Next Level

You have an idea. It’s a superb idea. You’ve done your preliminary analysis and yep, there’s a market for it with minimal competition in an important vertical. It could be Ed-Tech, Fin-Tech, or IoT, you’ve got your idea, and you want to realize it.

So, who’s going to build it?

Knowing who to trust to make your product, your corporate innovation project, or even bolstering your current architecture is a difficult choice. As many companies do not have the time, money, or expertise to properly vet prospective tech resources, many turn to hiring freelancers to speed up development. Outsourcing dev work is not inherently wrong, but when you’ve heard countless nightmare stories of expectations not being met, the concept of due diligence comes into play. This is especially relevant to startups who cannot afford delays to their development due to a limited runway or other extenuating circumstances. With this is mind, let’s talk about why you should be upgrading your outsourcing to outsharing when you start your digital product development.

First, let’s discuss why companies outsource tech in the first place.

Primarily, companies outsource to reduce labor and operational costs. It’s a simple premise – if I outsource, I pay less overhead. It’s an attractive proposition; there is theoretically some freelancer or team of freelance developers who can deliver the work I’m requesting at a reasonable price point, and promptly, and I don’t have to vet and hire in-house tech myself so I can focus on my core business. Outsourcing allows me to tap into knowledge and skills that I don’t possess and can reduce my time to market, and that vendor knowledge can better inform my hiring procedures in the future, should I move my development in-house.

The problem is that this is ‘best case scenario’.

“most companies report only adequate satisfaction with their outsourcing initiatives…”

–   Aberdeen Group

Finding teams or individuals who care about the digital product they’re building can be a challenge, many are focused solely on getting paid then moving on to the next client. As long as initial conditions are met, then that’s as far as it goes, so there is no shared passion or creativity with the visionary. Boutique development studios are active in the development of digital products, providing creative solutions to things that pop up during development, and the process feels more like a partnership than hiring a digital labourer – this is in stark contrast to the majority of outsourcing firms. Despite the considerable limitations, trust issues, and a general culture of producing the bare minimum, outsourcing is a thriving industry, and it’s not going away anytime soon, but how can we make the experience of outsourcing less unpredictable? How can we make sure that when we choose remote workers to build our digital products, that they are the right team for the job capable of quick execution? Or have excellent communication skills and the creativity and expertise to take your scope (which may be loosely defined) and turn it into a working and good product? The answer to this is outsharing.

“….a great team, aware of how to employ the proper methodology, can turn an entrepreneur’s rough product concept into a solid software solution.”

Outsharing is a relatively new term, coined to differentiate its practice from outsourcing but still be part of the remote working sphere. Outsharing places a huge emphasis on working partnerships rather than the usual model of hiring somebody to do the job for you; it encourages collaboration. Through outsharing development with boutique tech studios, you experience an altogether new outsourcing experience – one that works.

“…(outsourcing) customers are no longer focusing on bringing services back in-house, but are focusing on optimising vendor relationships…”

Historically, outsourcing, and IT outsourcing in particular, was the ‘cost of doing business’, but as the core activity of a young digital company is tech – innovation and differentiated outcomes actually matter, more than that they are expected. Startups strive to break new ground and solve problems creatively during the development process, and this is difficult with a standard outsourcing company or a makeshift team of freelancers. Companies are starting to realise that great digital work comes from both parties – the customer and the supplier – being tightly aligned. That synchrony leads to innovation which is a win-win for both sides: the client gets the digital product that matches what they envisioned, and the tech team has created something they can be proud of. This is happening more and more – startups, in particular, are no longer being swayed by the low costs of freelance portals, but want something more from their remote teams – the higher cost means better quality that can outweigh the initial investment, along with a much greater mitigation of risk. Bad development leads to cost after cost as you’re always putting out fires caused by the wrong stack for the job, or messy code. Point being, with a little due diligence you can avoid an outsourcing nightmare by outsharing your development instead.

If you’re a startup, SME, or corporate who would like to learn more about how outsharing your development can help you, get in contact with Digital Knights.