What we have learned after 6 years developing CloudX

It has been six years since we created CloudX and we are excited to celebrate our anniversary by reflecting on the ups and downs of this journey. In this article we want to talk about what worked, what did not, and what turned out to be different from what we expected.

When it comes to building a company, there is no straight path. We would like to share with you the lessons we have learned and we hope at least one of them will be of use for you and your business.

But first… A little context

We founded CloudX because we believed there was a missing piece in the tech industry. One thing was clear: we wanted to create a company with a Developer-Centric approach. We dove into this concept in this article by Diego Santillan in our blog.

Our main idea was to have a solid team that could provide high-quality and fast Delivery. We knew that this model was not going to work for everybody, but we were determined to find the niche where this idea would work. Our thought was that there existed the space for a different, fresh value proposal, and that the tech industry was ready for this missing piece: a company that recognized the developers as the most important role in the industry.

What did not work

• Initially, our concept revolved around selling productivity rather than charging by the hour. Considering the fact that we only hire Senior engineers, we knew that we could develop software at a rate 2 to 5 times faster than our competitors. However, this business model was too disruptive and complicated to be reflected in contracts and have an impact with clients. We still have not found a proper way to charge our clients with this model.
• We also believed that we could immediately tap into the demand through our professional network, thanks to our 20+ years of experience in the industry, leveraging the trust of our contacts in us. While this did happen to some extent, it did not occur as quickly or in the quantity we initially anticipated.
• At first, we also believed that if we had a disruptive and high-quality service, deals would just come to us (so naive, I know!). Of course, like any company, we had to dedicate time and effort to look for business opportunities and generate demand.

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What did work

• Our vision was to establish a company that embodied a Developer-Centric model, where we prioritized having the most skilled developers on board rather than investing in training junior teams. We firmly believe that exceptional software can only be crafted by the best in the field. Embracing a Developer-Centric approach not only fosters talent retention but also ensures exceptional delivery standards. After 6 years working with this model, we have proven that it works. We have low attrition rates, high engagement, and an NPS score of 87. In 270+ projects we have been involved in, there has never been a quality issue.
• Another core value we uphold is Minimum Viable Bureaucracy. We strive for streamlined processes with minimal supervision overhead. We firmly believe in empowering our developers to make their own decisions. As a company comprising 280 individuals, we have implemented an enhanced management model that prioritizes developers' focus on coding and crafting outstanding software.
  
  
  

What was different from what we thought

• Our target clients and project focus has evolved over time. Initially, our aim was primarily directed towards startups. As we kept growing with CloudX, we expanded our reach to medium-sized companies, offering our expertise to a broader range of businesses. Today, we have successfully ventured into the corporate sector, collaborating with diverse organizations across various industries. This strategic expansion has allowed us to incorporate clients from the corporate segment, further diversifying our portfolio and strengthening our position in the market.
• At first we thought that there could be potential ego clashes among Senior developers. However, to our pleasant surprise, we discovered that in our team there is an exceptional sense of camaraderie and fellowship. A strong culture of collaboration and mutual support was cultivated, resulting in a highly cohesive and productive team. The developers not only work together harmoniously but also actively assist one another. This positive and collaborative environment has significantly contributed to the overall success and quality of our work.
• The pandemic presented a challenging situation for our company, as it did for many others. Since day one at CloudX going to the office was optional. But previous to the pandemic, +70% of our team went to our offices. Now, less than 10% do. When the pandemic was over, we had initiatives to motivate people to come back to the office. However, when it did not work we adapted (and continue to adapt) to the new normal in a context of almost total virtuality. We now have events at the office, in great spaces for people to share, to maintain the culture and productivity. After work hours, our team members often gather in the office to engage in fun activities like grilling an asado or sharing a drink. Remarkably, our company culture remains intact even in the remote setting.

In summary

Even after six years, we continue to embrace a learning mindset.

Throughout our journey, we have encountered numerous hypotheses and assumptions, but we have always kept the flexibility to adapt and discard those that did not align with reality. Our ability to adapt has been one of our greatest strengths, allowing us to navigate different circumstances and seize opportunities.

Flexibility has been the key to our success at CloudX, as we understand the importance of adapting to the ever-changing context of the tech industry. Looking ahead to 2024, we recognize that the landscape will continue to evolve, with advancements such as Generative AI shaping the future.

Paradigm shifts are going to continue to present challenges in the tech industry. As we move forward and we navigate the unknown, we will continue innovating in the years to come.