Redesigning the Service,

With insight from

Scale Up actors

A stylized graphic of a blue curved arrow with an orange arrowhead pointing upward, symbolizing growth or progress.

Story: Redcorp to Bluecorp

Recorp made a life changing turn in offshoring its ecommerce platform development in Sri Lanka in 2000. In the following years, to optimise its Sri Lanka’s entity, they opened this “new” business: Offshring Services – Bluecorp.

Bluecorp is today a sleeping beauty: 20 years of brave offshoring services for 40+ happy clients, managed along the scheme set up for Redcorp.

My role

My role is to modernise Bluecorp services, define a way to market and test it.

 

Design Thinking

Diverge, converge & test: we selected 2 main service determinants:

  • Service: Hybrid+ development team (+3 to +20 developers)

  • Clients: Strat Ups (Late Seed for minimum level of business and production maturity) and Scale Ups (Serie A)

    • Estimated production budget : between 300k€/year to 2m€/year

This whole website is a POC to start reorienting the service presentation.

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Assumptions and Questions

Here is the list that I want to discuss with you during our 45’ interview. Thank you for your time.

About Scale ups

  • If arrived at Product/ Market Fit stage, what is their perceptions of digital production :

    • Primary matter: seen as core business/ essential differentiator factor

    • A secondary matter after marketing and sales

    • Other

  • Tech or tech-enabled scale-ups will need to expand their production teams in the mid term. What would it mean in term of head count?

    • Practical illustrations: Maturity: Ticket Masters (1 000+ dev) vs Start Up/ late seed: Maya (22 dev).

      • Size of your team?

      • Mid term growth?

      • Dynamics? (organic, semi-structured (1 HR), bullet proof process (HR team?)

    • Typical yearly production budget?

    • Average monthly salary?

      • Our assumption: 11k€ bruto for a Lead dev.

    • % of dev turn over or duration (nearly all are still in, 1 out of 2 on 5 years, … whatever measurement of staff stability)

  • Relying solely on local resources for staffing is limiting due to scarcity and costs. Agreed?

    • Current tension on:

      • Python (AI or Back-end API?)

      • SQL – Data analysis

      • AWS – Cloud computing

      • Cyber-security Specialists

      • Full-stack development

  • There is a general understanding that offshoring can be

    • more cost-effective. Agreed?

    • make you more robust (double the sources of dev and/or enable growth). Agreed?

  • Deciding to incorporate offshore developers is a significant step (i.e. it may be seen as a threat by the current team).

  • The primary concerns about offshoring would be :

    • Competence of offshore developers

    • “Cultural” hick ups

    • Challenges associated with this transition

    • Maintaining optimal work dynamics and performance (impact on Agile methodologies, etc.)

Advices & recommandations

  • Would you see where the offshoring option would be necessary (other type of Scale Ups)?

    • What about Tech Enabled companies?

  • I am trying to define a way to demonstrate the quality of dev pool in Sri Lanka and think about aligning Job Description of jobs difficult to fulfill with anonymised CVs oF Sri Lanka’s colleagues.

    • Could you send me one of your recent job posts?

  • Do you see a concern in hybrid offshoring about CSR?