Should a software house care about your business security?
When software houses talk about security, it most often refers to the secure information flow and data. It makes perfect sense as those aspects play a significant role in software development, especially for companies that deal with innovative technologies like blockchain or bioinformatics.
But there's another meaning to security that is not always the highest priority for software agencies - client's business security. For us, it's the main focus, and it dictates almost everything we do, from the first contact to product delivery.
Why is client security so essential?
As a software house, we strongly believe in the "can-do attitude". We're open to clients' ideas, yet we need to be confident that something is possible. For example, if there's a sudden need to change the ongoing project, even significantly, we're always ready to discuss the issue and find the best solution.
Having that said, we always have our clients' goals and business security in our minds. We let them know about possible risks and potential outcomes before we proceed to use their money for anything. We're making sure our clients' budget is well spent, especially if it's our devs' time they're spending the money on. On our side, it takes commitment and open communication, but ultimately it all boils down to focusing on the client's business first. And if we have that covered, we're putting ourselves in the best position as well.
Our client's business goals = our business goals
Anyone can code. Well, any programmer can. But in order to create profitable software that helps our clients achieve their goals, we need to understand their industry, challenges, and business model. To do so, we do research and ask questions about the software, such as:
- Who is the target?
- What are your goals?
- What is your competition?
- What are the key features?
- How exactly are you planning to monetize?
Questions like that, combined with research, our own knowledge, and industry experience, eventually lead us to become experts in our client's field. The process is essential because it allows us to become active participants in the project, work faster, more efficiently, and choose the best technological solutions to solve clients' (and end-users') problems.
Knowing our client's business makes our work easier and results better. Most importantly, though, it's the foundation of successful software.
We want to build profitable, fulfilling projects
One of our priorities is to work on projects that stand the test of time. We want our portfolio to be filled with the long-lasting success stories of our clients. Many good software houses have an extensive portfolio of well-developed but discontinued projects. And it doesn't have to be their fault that they didn't last long, at least technologically. Sometimes the business model just wasn’t good enough (or there was no business model at all). In that case, we could say that the blame is partially on the software house as well.
That's why we believe that a software house’s contribution should go far beyond writing the code. As an experienced blockchain and bioinformatics team, we want to help our clients turn their ideas into the best possible version of the software that allows their business to thrive. That comes with consulting, back-and-forth communication, and honest, respectful relationships.
Some of our clients, such as pharmaceutical companies, require almost CIA-level security. Therefore, we won't ever be able to speak about them with others, let alone write a case study. We often have to get by with a very satisfying but anonymous Clutch review. But the point is, they're all fascinating projects that give us valuable experience. We feel great working on trailblazing software solutions, and that motivates us to explore and improve as a team and as a business. We grow with our clients.
The issue of morality and organizational culture
We only take the projects that are right for us. We realize that there surely are software houses that can deliver some types of projects more efficiently than we. If that's the case, we're completely honest with the client, and we recommend other, more suitable agencies. And some projects, we'll just don't take if they contradict with our beliefs or there's a certain legal gray area.
The other aspect that comes from organizational culture is honesty. As a software house, we could be perfectly fine with coding whatever our client feels is right. There's no legal obligation for software companies to be interested in the client's business goals and financial security. We could just take the check, do what we're asked for, and happily end the partnership without caring what's going to happen after delivery. Worst case scenario, we're not even able to finish the project because the client hadn't thought of some crucial features, and the budget is gone already.
But that's not who we are. We realize that clients need us to build software, but their ultimate goal is, most usually, to make money. We focus on that goal primarily.
When our clients get paid, we get paid
Last but certainly not least, we want our clients to succeed, make money, and grow. Software projects rarely just end. More often, they need continual improvements, updates, and, of course, fixes. We want to be a part of that process, we want to contribute to that success because, ultimately, it puts money in our pockets too. In the end, we are a business as well, and we always have the future perspective in our minds. Besides ideas, ambitions, and beliefs, a company needs good business (financial) decisions to grow. Working on projects with potential is one of them.
Putting client's business first sometimes means taking a step back
A few months back, a client approached us with an interesting and supposedly fairly straightforward idea. We've decided to do some research and try to roughly estimate the scope of work. After a discussion, we've discovered that the project actually requires an enormous amount of work in order to become what it's supposed to be. We wanted to make sure that the client was financially and conceptually ready to launch the project at this moment. So instead of starting development, we've proposed to write a whitepaper, in which we’d sum up the research, describe the project’s goals ways to monetize, recommend technology and architecture. With the document, the client was able to consult with investors and rethink the strategy. Although making a whitepaper wasn’t the most profitable task for us, we’ve potentially saved the client from a premature project start. In a long run, we’ve increased our chances of getting hired or recommended further. We’re totally okay with that.
As a software house that cares about their clients' business, we always propose the best strategy. It's not always development. Sometimes it's better to do some additional market research, Proof of Concept (PoC), or even consider a crowdfunding campaign.
Successes are built on trust
The philosophy we live by as a software house requires honesty and commitment, but it builds stable relationships and, of course, brings profit. A vast majority of our partnerships last for many years.
So, if business security and reliability are also a priority for you, let us know about your idea.
You can trust us to do proper research and make sure we’re the perfect match.