Is your digital transformation on track to its revenue target or cost saving?
You may be over multiple strategy projects, delivered great ideas and client started executing, but as time goes, no tangible revenue increase, nor cost savings materialized.
Half the budget in IT goes to maintenance, refactor, firefighting outages, SLA fees broken, instead of the features that earn revenue and market share, dragging down your strategy.
Your competitor or peer just launched a feature your customer wanted for a long time, but your team still struggles to deliver it over the finish line for months or years.
Instead of a long-winded transformation that may generate return 5-10 years later, we deliver you a new revenue generating, reliable digital product into production against real customers under 3 months. With permanent capability building during, you own it without lock-in to an SI*.
Finance, banking, logistics, e-commerce and more.
Digital transformation promised to revolutionize your organization, uplift revenue and capture new market share.
METI's report warned of 12 trillion Yen missed economic opportunity yearly after 2025. (METI's fresh update in 2026 reminds that is now in effect.)
Your organization benefits from digitalization by capturing new market share (launch new sales channels, reach young generations), by optimizing operational costs (replace expensive licencing, shrinking specialized talent pool, e.g. for COBOL engineers).
Data and digital is the new norm globally, user expectations grew around seamless interfacing and reduction of friction for daily necessities.
Years in, no visible revenue uplift, deadlines closing in and organization falling behind on commitments.
In-house and market talent shortage for senior, experienced engineers slows your delivery. (METI's report: 380k+ senior engineering talent missing from Japanese market)
Changes don't propagate through the organization fast enough to matter, decisions still slow.
Technical challenges proven tougher than expected, migrations held up in testing and getting delayed deemed too unstable.
Investment math stops working with systems still unconsolidated, licence fees still paid for both legacy and new components.
Delivery-led DX**, new revenue generating product in less than 3 months.
We embed a Principal Architect and adjustable senior engineering team to your organization.
We deliver a well-scoped vertical slice to real customers, deployed to production and starting to generate real revenue.
We build your talent's capability, as ONE team, we work together so you own the whole system with no gap.
No licences, no lock-in, you own your intellectual property. Your team focusing on your core business.
To fast track your journey to real revenue and a launched digital product, software consolidation and modernized stack, contact Sandor at sandor@aerelontech.hu
AerelonTech Consulting - Sandor Nagy - Founder & Principal Architect - sandor@aerelontech.hu * SI: Systems Integrator, ** DX: digital transformation
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Our engagement model
From that slideware in your strategy deck, half-baked prototype or idea to real revenue doesn't have to take years, we can do it under 3 months.
Light discovery to identify the top client needs, risks, gaps and mitigation strategies warranting a 10x revenue target over cost base.
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Setup call
Collect docs (RFP, tech, scope)
Docs handed over
Initial assessment
Ask clarifications
Analyse gaps, mitigations
Send report
Client: digest report, ask questions
Go/no-go
Input needed
Source
Potential gaps, risks
Delivery plan
Envisioned scope
Request for Proposal
Under-defined, open scope, fix costs and timeline, large scope
Business challenge
Strategy deck
Feature focus instead of outcome focus, unbalanced KPIs, adoption metrics
Initiatives planned
Blueprint, playbook
Diverging or competing initiatives, untested assumptions, unfit for current tech
Tech landscape
Tech stack, architecture overview
Talent shortage or cost, availability, complex landscape, not invested into automation, tech debt, core or other components' limitations.
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1.Discover
On a few initial calls we outline the challenge, what has already been built and we set up the business goal and project parameters together. In this we cover your tech landscape, talent pool and strategy initiatives. You get a list of gaps and how to bridge them, and risks with mitigation strategies.
During scope, we align on our ONE team approach with the client and prepare all pre-requisites necessary to set up the engagement for success.
Depending on scope complexity, this stage can be shorter, or on better calibration needs on the scope this might take longer.
Sep 2026
Oct 2026
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Scoping workshop I
Talent interviews
Scoping workshop II
Scoping and delivery strategy
Offer
Digest, questions and answers
Decision & sign
Further inputs needed for a customized commercial offer:
In-depth documentations
Discovery report: previously created is the backbone of the delivery approach, further docs identified and requested as part of the preparation
Design prototypes: existing or in-progress designs, concept art, prototypes shared
Scoping exercises
cut: narrow to core assumptions, remove all excess features and needs
shift: prioritize disproving core assumptions, redesign around those for an end-to-end working product
Client interviews
talent: selecting best fits for increased outcome as strategic initiative
stakeholders: expectation map and working relationship for timeline feedback during engagement
Letter of Proposal - delivery approach
product frame - business objective and core assumptions
delivery strategy - cadence, roadmap, components
our commitments - staffing plan
client commitments - staffing plan
tech fit - architecture first cut, impact short and long-term expected
Key step for any successful digital project is to descope anything irrelevant to the revenue goal. We do this together on workshops, interviews, shared documentations under NDA and you get a Letter of Proposal for joint delivery. In this phase, you get value by identifying what is just deadweight in the scope, greatly increasing project success chances.
Delivery engagement strict cadence with steering opportunities preset, final staffing on signed Statement of Work and kick-off invites sent.
Two weeks cadence repeating 6 times throughout the 3 months long engagements. Extension or shortening available in increments.
Task
Building & testing
Refinement
Design
Review OR Demo
Retro & planning
Office day
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Sprint planning
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Building slice
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Release & testing
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Review/demo for feedback
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Sprint planning: bi-weekly short internal alignment for the team, they pick and commit to next two weeks of scope. The commitment is short, a second track of refinement and design loop ongoing prepares the content offline and focused.
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Building slice: daily engineering focus work, team independently moves ahead, raises impediments to team leadership who then takes it on themselves to unblock. Continuous run while builders themselves pick the next scope content and refine it.
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Release & testing: from weekly it becomes a daily exercise to push everything to higher environments until the decision to launch for users becomes a solely business one without technical blockers. (Feature flags ensure everything deployed and stable, but unreleased for real customers until Review and feedback enables.)
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Review/demo for feedback: internal sprint reviews and stakeholder demos held bi-weekly ensures a quick feedback loop of build and learn, keeps the team aligned on business goal and gives a platform to safely pull in executives for steering.
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3.Deliver
On signing the Statement of Work, our ONE team jointly delivers the agreed upon vertical scope in the delivery window, launched to real customers and starting to acquire revenue. We steer the project with you, on bi-weekly working demos, this ensures the project delivers real value as it progresses.
We stay in orbit for hyper-care after engagement finish so our teams can ensure seamless take-over and upward trends for revenue.
By this stage, client team is fully in the driving seat and running stand-alone, however with lower velocity due to less staffing, as expected.
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Engagement
Hyper-care
Bi-weekly check-in
Bi-weekly check-in II
Bi-weekly check-in III
Bi-weekly check-in IV
Long-tail
AerelonTech drives
Client PO owns feature priority from day 1!
Client drives
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First months
Our tech and delivery leads in the driving seat, leading presentations, preps, day-to-day operations
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Last month
Client leads take over with our leads shadowing during day-to-day cadence
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Hyper-care
Pre-arranged available bandwidth through retainer, bi-weekly check-in call 1 hour slot to keep touch on the pulse.
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Long-tail
Vendors taking over for long term support over sub-domains that require it, e.g. cyber-security posture.
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4.Hypercare
On project end, our team gradually rotates off and your in-house talent takes over the driving seat. We can support you as long as needed for your team to be stand-alone. Naturally for one-off questions, all team members will be reachable for foreseeable future.
The real projects worth doing are hard, not impossible.
Apprehension to empty promises are understandable, failed digital transformations are commonplace. We have done the successful ones, we delivered against odds, and we repeated the feats. Now we know how to make your project successful.
3 months sounds like a stretch, yet we have done it many times.
Scope is the undisputed king. Creeping it is always tempting. Strategic "No" means more than any "Yes".
3 months sounds like a stretch, yet we have done it many times.
The same key for each time: "scope" is the undisputed king on the heap of failed projects.
Saying "No" to a good idea worth 1000x more than "Yes" to everything.
Every project starts with the best intentions: great feature ideas, customer problems to solve.
Yet, there is always more work and ideas than what can be done.
By saying "No" to the right things, we ensure the real customers met with the product they are going to pay for.
Creeping the scope from the backlog is always tempting, launching to real customers is risky. Only the latter creates lasting value to your organization.
"No"
Scope creep
Backlog
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A nimble foreign company adapts faster and motivated deeply.
Large orgs bring additional processes and a digital transformation programme already run a lot of those. We deliver. A team, not part of usual decision chains can cut through to results more effectively.
A nimble foreign company adapts faster and motivated deeply as their incentive is aligned purely to the business outcome.
One team, empowered with decision making where need arises, tasked with business goal to achieve
International partner organizations delivery capability on loan
DX programme in-house, talent acquisition and drop-in
Leadership practices and culture initiatives
Decisions are not made on the level closest to their effect
Revenue generating digital product with real customers under 3 months for build.
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Language barriers are not as tall in the 2020s as they were before.
Practice of English, industry materials and presentations, automation tools, translators, and in-person collaborations all pierces the barrier. We partner with your bi-lingual talent, not acting as a remote silo.
Language barriers are not as tall in the 2020s as they were before. Today is easier to work together globally than ever before in human history.
Propagation of ideas is the first step to successful projects, yet without senior judgement, it is just overwhelming noise.
Automation, LLMs, translation tools
Industry materials, speeches, presentations, keynotes, booklets and brochures written in English for global audience
Language barrier
In-person communication, audio-visual communication
Consuming English content, especially for younger generations
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When the backlog stretches long, first wrong instinct is to hire more instead of asking, is this item worth it now?
All ideas and feature wishlist goes to the backlog, but not all have the same weight. Solving a pain sells products, not the amount of features, aim deliberately. Reorganizing around most impactful, earliest assumption testing items saves projects.
When the backlog stretches long, first wrong instinct is to hire more instead of asking, is this item worth it now?
Headcount is not solving the problem of unable to say "no" to good ideas, just creates large orgs with no guaranteed improvements in outcomes.
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5 FTE, 100 line backlog
Before hiring for backlog length
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10 FTE, 250 line backlog
During scaling the organization, ideas come faster then they can be executed
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25 FTE 1000 line backlog
Hiring can't ever keep up with the backlog
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Velocity is not the enemy of quality, it is the enemy of waste.
Waste is when effort put into it, but never released, never reached an audience. Velocity helps finding your audience early, it doesn't excuse low quality. Velocity is taking calculated risks and validating assumptions early. We use scope as lever for velocity, never quality/reliability/safety.
Velocity is testing assumptions early, take calculated risks, fail gracefully when outside of happy path, connect to real clients as early as possibly.
Velocity is not the enemy of quality, it is the enemy of waste. A project is wasted if it never reaches the audience it aims for.
Risk avoidance
Tech debt build-up
Oustanding quality expectations.
No edge-cases can fail.
Small-risk decision by committee
Implicit decisions stuck for long time ("It made sense when it was made.")
Strict guardrails applied too early
Cost of talent rises, employer branding challenges
Velocity (Time to Market, Release Frequency)
Too late: fail anyway.
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Coding agents do most of the groundwork, senior judgement is now scarce on what that work should look like.
Typing the code was never the bottleneck on successful products. Judgement which assumption is to test first, which one breaks the commercials is scarce. Masters know how to use the least energy to achieve a goal, AI today is brute-force. A necessary tool that needs careful aim.
Coding agents do most of the groundwork, senior judgement on what that work should look like and which assumptions to test first is scarce.
Masters of their craft know how to use the least energy to achieve their goal, genAI today is brute-force. (A necessary tool that needs careful aim.)
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Senior expert judgement
Strategic direction, digital initiatives
Code generation, product building throughput
Your own digital lab that creates real revenue with the least amount of effort necessary.
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Cost of coding was never the bottleneck for any digital project, connecting the work to real impact is.
You can get a custom software developed cheaply by any software house or developer. What we offer is the hard work it takes to actually introduce a new way of working (powered with the software we develop with you) and connect real economical value to your customers or to your own talent.
Cost of coding was never the bottleneck for any digital project, connecting the work to real impact is.
Software is only a few percent of the problem, we are partner in the 90%+ necessary to realize economical gains from a digital project.
IncreaseDecreaseTotal
Cost of digital
Software coding
Change management
Release and stabilize
Customer research
Changes
New features
Privacy and cybersecurity
Legal and marketing
A typical software studio's scope is the first block, the coding.
But a project doesn't stop at the first software version dropping, hosted and now your customers/employees can access it.
Actually that is when it starts.
Many executives with no software/digital experience will only look for the price on the RFP.
Look behind what you buy:
only the software
or a partner who works with you for the same incentive you have?
A new digital product is more change, adjustment, flexibility, new features over time, features we defined today changes tomorrow with better understanding.
First version of a software even if coded and deployed is just a plan meeting its real world the first time. And plans are the first casualty, the real work starts only then.
Expert interviews, own experience, generalized, numbers are not representative of any particular project or programme.
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Sample our track record of outcomes
Wide array of challenges we faced in the past, in all cases, we delivered business impact through the best approach needed. See 3 of our dozens of stories below:
Launched E2E fully digital unsecured cash loan channel with 17+ integrations in 4 months, capturing additional 4.8 million EUR* upside. [1/2]
We have experience operating alongside decades old stable core systems, one of the integrations were Oracle FlexCube banking core.
Challenge
A major EMEA bank needed to implement a fully digital lending flow — end to end, no customer representative required at any point.
Our KPI: from application start to money disbursed under 10 minutes.
17+ internal & external services to integrate, including digital signature, KYC checks, banking group level risk engine. Client engineering team needed to own the stack after roll off. Internal estimate 12+ months with previous delivery cancelled at 8+ when over-budget.
Strategy
Delivery-led digital transformation: client and ours as ONE team, dedicated bandwidth from internal services ready to support from day one, part of same daily sprint stand-ups.
Scalable SOA architecture with full CI/CD, no-one could touch production manually, no configuration done manually.
Our delivery
One co-delivery squad: 7 engineers working alongside 6 client engineers and a product owner. No handover at the end — knowledge transfer built into every sprint from week one.
Most valuable vertical slice scoped, designed and locked before sprint zero.
Integrations researched, top-down risk managed with experts for each moved into multi-disciplinary teams.
Event-driven service arch. with CI/CD pipeline, auto-tested, skeleton built in sprint one.
Pairing rotation ensured client engineers owned each integration as it shipped.
Outcome
launched in 4 months vs 1 year client internally estimated
10 minutes loan - no representative needed, money landed on customer's account
17+ integrations live including group risk engine
0 manual production touches or fixes, everything as a code
Digital lending squad stood up during delivery is still running at the client today - 5+ years layer, standalone delivering new revenue generating functionality, no dependency on external provider.
Client testimonial
"Without Sandor and his team scoping down to what matters, we wouldn't have finished in a year, eating up all the budget with nothing to show for. This way it is one of our most succesful product line looking at revenue/cost alone." - Product Line Sponsor
*: estimated, average 10k EUR disbursed, avg. 1k EUR interest rate, daily 20 customers over 8 months = ~4.8 million EUR interest payment revenue
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E2E Digital Unsecured Cash Loan built on containerized micro-services to abstract away the external world's legacy interfaces, to enable fast development encapsulated and allowed us to fully automate the developer experience. [2/2]
Adapter services pattern separate the effects and the two different technical worlds, including the FlexCube core in this case.
Choreography based pub-sub: entity (loan application) property changes trigger any reaction from independent worker services, reacting only on properties each one interested in. A wave of reactions triggered as a cost of total decoupling of workers into independently maintained and released components.
App State Manager: the only high-speed single instance service (per key), that merges the states and writes to the loan database by append only (each record is a history of change too for regulatory reports).
Adapter services: one side they keep the architecture decisions of this system, on their other side everything allowed to make it work with the designated external integration. They dampen external system changes and enables us to end-to-end auto-test even without 3rd party support over core systems.
Generalized micro-services architecture with backend-for-frontend approach, not real design diagram to protect intellectual property.
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Case 01
Launched E2E fully digital unsecured cash loan channel with 17+ integrations in 4 months, capturing additional 4.8 million EUR* upside.
EMEA BankingFull Digital Journey17+ IntegrationsCapability Transfer
Automated HitL* marketing strategy workflow for Japanese global player eliminated 95% effort** enabling their experts to serve clients better. [1/2]
We have experience how Japanese companies operate and can match while improve velocity and client's internal capability.
Challenge
A global marketing service/agency player from Japan wanted to improve their way of working to serve more clients with same quality.
Our KPI: drop the weeks long single strategy engagement down to days.
Implement the 11 steps of complex strategic decisions, from market landscape to bias-breaking. Preserve the secret sauce of the client: their expert's judgement.
Strategy
Pilot to launch in-house tool in under 3 months and knowledge to operate and adapt it to stay in-house at the client.
High-bandwidth cadence between remote Hungarian team and Japanese colleagues, with 2 engineers augmenting and 6 Japanese on-site to deliver together until client fully owns after roll-off.
Our delivery
Implemented and deployed onto client infrastructure:
while the researched problem evolved during engagement: 10 dedicated agents for analytical tasks had to be built.
Real-time streaming UX keeping the experts in the loop as the content evolved by the agents.
Architecture is LLM provider-agnostic, model is a config choice rather than coded around.
Production scale operations, full document vectorizations, Redis sessions, async processing, event logs, CI/CD and quality validation services delivered as part of the engagement.
Outcome
4 hours instead of weeks of strategy work per client engagement. KPI overshot with the 4 hours instead of the days long expectation.
11 complex steps automated, experts stayed in control of quality.
Application operates in production for over a year now, roll-out ongoing for multiple continent's offices of the marketing agency.
*: HitL: human-in-the-loop **: From baseline weeks long research to ~4 hours until viable cuts.
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Adaptable workflow implemented by chaining action and guardrails on a configuration-first approach enabling fast roll-out over participants. [2/2]
Simplified engine for agentic automation with self-orchestration workflow steps and an event bus loop.
Workflow steps: pub-sub event triggered Kotlin services specifically designed for one of the marketing research flow step with three stages: pre-condition checks, task core and output verification.
Workflow configuration: durable stored linkage and parameters on how each step is invoked, from-to directions chains and verification conditions.
Domain stores: accumulated or integrated/ingested data to enrich for lead research, scrapes, factual stores for company knowledge to retrieve during agentic steps.
Generalized Human-in-the-Loop workflow engine utilizing generative AI calls where appropriate, not real design to protect intellectual property.
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Case 02
Automated Human-in-the-Loop marketing strategy workflow for a Japanese global player eliminated 95% effort, enabling their experts to serve clients better.
Japanese agencyGen-AI poweredHuman-in-the-LoopRoll-out over offices
After multiple cycles rewriting a global logistics player's in-house trading platform, our Tech North Star finally launched them on growth. [1/2]
When tech direction is correct, current systems are mature yet growth and velocity lagging, leadership and team shared mental model is the key.
Challenge
Client was a global logistics player with monthly multiple thousands of large shipping contracts traded on inter-continental shipping lanes.
They developed their in-house trading software which allowed their staff to conduct logistics decisions over specialized software, but they remained attached to their Excel sheets managed over 6 teams and continents in real time.
Our KPI: after 3 times full rewrite and years of delay in promised features, achieve full adoption.
Strategy
While client's architecture optimized for decoupling in depth (domain oriented architecture), that gained them large initial velocity as each domain was delivered with separate teams, cross-domain features dominated the later stages lagging.
We augmented with senior engineering that can move between domains and implemented the pillars necessary for developer enablement in such a large scale system.
Our delivery
Client stakeholders and implementation teams needed to have the same understanding of where trade-offs are present - their own Tech North Star formalized and agreed upon.
While our teams continued to deliver the backlog features with redesigns included, I led the hard conversations. Each stakeholder wanted contradicting features, blamed implicit decisions for blocks in delivery.
They prepared for the 4th rewrite from scratch when we managed to show the current architecture supports their next decade of roadmap if the missing pillar is implemented, development enablement:
reusable components along domain frontends instead of copy-pasting,
common security model vertical along domain backends,
statistics domain instead of cross-syncing all entities to all domains.
Outcome
When the Tech North Star and ADRs were instituted and synced along the entire delivery team and stakeholders, common understanding of bottlenecks opened the work to improve their velocity.
Over coming months, implementing standardization along all existing domains, they achieved a 50% velocity uplift for new cross-domain features.
Observability and alerting reduced user complaints by 30% in first months, adoption rate increased by 80% in first half.*
Client testimonial
"The Tech North Star is our best ever document thanks to Sandor, that we got from any consulting engagement, we will use this for years to come" - senior Solution Architect
*: estimated figures from client interviews half a year later
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Modular monolith powering numerous features pay off differently when low user-base or performance needed, but velocity of delivery suffers. [2/2]
Separating responsibilities, blast radius of changes and new features can lead to a brick wall in velocity, clear communication eases the trade-off.
Federation: domain specific frontends collected into one portal for end-users hiding complexity.
Domain slices: decoupling in depth, a storage level management fully operation while any other domain is out of commission to protect mission critical domains.
Cross-domain concerns are the most challenging to implement as they require extensive engineering effort to capture without ending up in a sphaghetti code.
Generalized modular monolith service architecture with administrative application focus, not real design to protect intellectual property.
3.1
Case 03
After multiple cycles rewriting a global logistics player's in-house trading platform, our Tech North Star finally launched them on growth.
LogisticsModular monolithVelocity upliftTech North Star
The lineup building your revenue engine
Our combined 6 decades of experience, hardened together on challenging global projects. We work as a battery with your team — our engineers and yours calling the same game — with a bullpen behind us ready to build your next digital team.
Founder & Principal Architect · sandor@aerelontech.hu
“I connect engineering and business — translating deep technical complexity into clear decisions and measurable outcomes.”
15+
Years
20+
Projects
8+
Countries
2
Core sectors
Ex-McKinsey Principal Software Engineer / Architect and ex-IncepTech Tech Lead & Agile Architect. 15 years of hands-on delivery in finance and e-commerce — core banking, cash loans, current account, cards and transactions, marketplace platforms.
Led co-delivery squads where client and consultancy engineers work as one team. Responsible for vertical-slice strategy, squad design, KPI instrumentation and capability transfer.
Passionate about building digital solutions and elevating people professionally. Outside work — hiking, traveling with family, and game development.
“Ship systems that survive reality. Not systems that survive demos.”
10+
Years Experience
150K+
Daily Visitors at Peak
25B+
HUF Annual Revenue Served
15+
Production Systems Shipped
Founder and Lead Engineer at Ziff. 10+ years of hands-on experience building scalable, distributed systems in production environments across TypeScript, Node.js, React, Kafka, and cloud infrastructure. Started as a developer, grew into technical leadership, and never stopped writing code.
Previously Tech Lead at multiple product companies, heading cross-functional teams of 10+ engineers. Drove full-stack architectural transformations from legacy monoliths to modern microservice platforms, handling massive traffic volumes and complex data migrations without business disruption. Deep background in event-driven architecture, DevOps, and high-stakes delivery.
His philosophy: type-safe development, pragmatic modernization, and direct engineer-to-client collaboration. No layers between you and the engineers doing the work.
“I take complex platforms and make them simpler, faster and cheaper to run — without stopping the business.”
8+
Years in Architect Roles
3
Banks Merged to One Platform
6M+
Customer Records Migrated
4
Sectors: Finance, Telco, E-Com, IoT
Chief Architect at fizz.hu, where he joined to re-platform an inherited e-commerce system not built for scale and grew into leading the Architecture, Platform and Integration team. Also designs greenfield platforms from the ground up.
Before that: data architecture for a large-scale CRM replacement at Hungary's largest telecom operator; integration architecture for merging three banks into one platform, covering data flows across legacy and modern systems for a 6M+ customer record migration; the software side of a LoRaWAN satellite IoT platform; and systems architecture for a workflow-based ERP product.
Provides technical direction across multiple engineering teams without needing a line-management title — translating between engineering and business, and giving honest assessments with execution plans that actually get implemented.
The bullpen that embeds with yours
A senior, pre-unified squad — ten arms warm, more in the bullpen.
Scouting reports, not names: the position and the stat line for each senior in our delivery core. Names and full reports at proposal.
EA
Scouting report
Enterprise Architect
Solution & Integration · Finance / Telecom
Transforms platforms across Finance, Telecom and E-commerce. Designed integration architecture for large-scale platform unifications; led a Kafka-based migration of 6M+ customer records across distributed systems.
Led engineering teams of 14–15 across MedTech, FinTech and Telecom. Ex-Principal Technology Consultant at Oracle modernizing Java/SOA stacks. Built a production telematics platform, migrating Oracle legacy to event-driven microservices.
15+ yrs · led 15 engineers
Oracle OSB / SOAEnterprise JavaSpringNode.jsKafka
TL
Scouting report
Platform Tech Lead
DevOps & Cloud Infrastructure
10+ years cloud-native across Azure and GCP. CKA & CKAD certified. Architected a full GitOps delivery platform from scratch for 200+ services, with zero-manual-intervention Terraform for production environments.
10+ yrs · 200+ services
AKS / AzureTerraform IaCArgoCDCKA / CKAD
The bullpen that embeds with yours
…and the rest of the delivery core.
FS
Scouting report
Senior Full-Stack Engineer
Payments · Real-time Systems · SRE
Built QR-code payment integration handling 100+ merchants and 4M+ monthly transactions, designed for fault tolerance and near-instant processing. Took SRE ownership of a video-identification system under high load.
8+ yrs · 4M+ txns / mo
.NET / C#NestJSKafkaReal-time PaymentsSRE
FS
Scouting report
Senior Full-Stack Engineer
Streaming · E-commerce · AI Tooling
5+ years on a global streaming platform serving millions of users — login, registration and subscription flows at scale. Built an e-commerce webshop with complex analytics; integrates AI coding agents into delivery workflows.
7+ yrs · millions of users
React / Next.jsTypeScriptNestJSKafkaAI Tooling
+ more reports on file
Our bullpen runs deeper than these reports — additional senior engineers across fullstack, data, AI/ML, QA and product ownership, with on-demand squad scaling for full delivery tracks.
Full scouting reports & CVs are shared as part of the LoP (Letter of Proposal) step, matched to your specific engagement.
The bullpen that embeds with yours
COBOL and mainframe capability in the same bullpen.
CB
Scouting report
COBOL/Java developer
COBOL modernization through Java backends
Spent full career moving between COBOL and full-stack Java applications, integrating the legacy and modern stacks. Building the next generation virtualized mainframe on Linux while keeping the original COBOL business core in a lift-and-shift project.
6+ years · 10+ systems modernized
COBOLJavaFull-stackFinance
CM
Scouting report
COBOL Application Developer
Microservice verticals beside the COBOL core · Insurance
13+ years of application development in and around the COBOL core, most of it in insurance. Builds microservice verticals next to the mainframe rather than on top of it: the record of truth stays in COBOL where safety and reliability are already proven, while new features ship on a modern stack at modern speed.
Batch and integration engineers — JCL, batch chains and the interfaces around the core — plus further COBOL and mainframe seniors we can field on the same engagement.
Full scouting reports & CVs are shared as part of the LoP (Letter of Proposal) step, matched to your specific engagement.
Not ready to talk? Find out where you stand
Rate your own organisation against our published model — five dimensions, one scale of impact levels, about ten minutes at the top altitude and as deep as you want below it. Your levels, the comparison against what we expect at your scale and your three weakest capabilities are free and need no account. Nothing is sent anywhere until you ask for the written report.
