STX Next

Introduce your business and what you do there.

I am the head of development for a security software company. Our products allow users to conduct secure correspondence with other individuals by email or our secure collaboration software. Users can go online and collaborate in a secure environment and share files. The company started in 2008 and has grown steadily over that time.

What challenge were you trying to address with STX Next?

We knew we wanted to grow a part of the development team, either internally or through an agency like STX Next who could quickly provide the resources we needed. We needed to get software developed and into production as quick as possible.

What was the scope of their involvement?

It’s a secure collaboration product, so I can’t tell you much about the tech stack. STX Next was confident and resourceful. The product’s an OpenStack platform, and they do the full development lifecycle for the frontend and backend. They provide development resources to help us with the full suite of software.

We currently have 3 developers, a tester, and a product owner working on the project. We gave them an idea of the kind of work we wanted, and then STX Next put a team together for us. When we first started working with STX Next, they had an office where the developers were based, but they moved our development resources to another office, so we had to transition to another team. We started with 2 developers and a tester and added a developer; now, we’ve got the product owner as well to manage the software as a whole.

How did you come to work with STX Next?

I wasn’t involved on the hiring side, but I think our CTO found them. We were introduced to STX Next, and it really went from there. Before we signed the contract, I talked with them about our products, our strategic vision, and what we wanted in terms of a results profile. We got quotes from them about what they could do, and that went through our chain for approval. I’ve been working with STX Next since the team was initiated.

Could you share any evidence that would demonstrate the productivity, quality of work, or impact of the engagement?

They’ve worked on a number of projects. We’ve seen better results when we’ve been able to isolate specific chunks of functionality from the main product. It’s a secure collaboration, so we have a PDF annotation part of the solution, which STX Next developed from scratch. It was a sub-system, and they took the requirements and worked on them in isolation. From a results point of view, we found that approach turned out much better. We’ve also tried to mix the development resources from STX Next into our team here, but we found that strategy was less productive than giving them bespoke pieces of work.

They are working on slightly different pieces, so I don’t want to compare them to other suppliers or our own team. I’ve had no issues with the performance of their developers. They seem to develop high-quality code that’s always been tested to a sufficient level. They follow the process to the letter, which helps us integrate them into our team. They’re always bringing ideas to the table as well. They’re not just a resource that delivers exactly what we tell them; instead, they come to us with ideas and alternatives.

What did you find most impressive about STX Next?

In my experience with outsourcing, you generally give the outsourcing company a set of requirements, and they deliver the requirements exactly as you specified. If it’s not right, it was your fault because you didn’t specify your needs clearly. But, STX Next is more collaborative. They talk about the problem and suggest ways that could solve it more efficiently. They look at alternatives, particularly when bringing in the product owner. He’s been trying to introduce more processes for developing this solution, whether it’s a customer issue or something we want to do strategically.

STX Next is unique in that they don’t just deliver what you ask for. They help us develop the right software in a more efficient way.

Are there any areas STX Next could improve?

When we tracked the 2 teams, they didn’t always communicate enough with each other. The STX Next team would be tasked with creating some functionality. While they were doing that, they’d refactor some code. It’s great from a development manager’s point of view, as they’re making the code better. However, they didn’t necessarily communicate that to our team here. When we tried to put the software back together, it caused conflicts. At the time, we were unsure why these conflicts were happening, and that caused a few issues. We went back to giving them isolated pieces of work to build from scratch, and that line of separation between the 2 teams certainly works better for us. 

Introduce your business and what you do there.

Hogarth is an advertising production company. We specialize in the production and adaptation of advertisements for TV broadcasting, print, and digital media. We’re one of the largest advertising production companies in the world, with over 2,500 employees in 20 countries. Our client base is predominantly made up of large, multinational advertisers. 

What challenges were you trying to address with STX Next?

About four years ago, we couldn’t recruit Python developers fast enough and at the scale that we needed in London. That limitation drove the need to find a capable partner. We first engaged STX to provide what development bandwidth was missing, internally. The relationship has grown and evolved from there.

What was the scope of their involvement?

Hogarth develops a fair amount of IT technology that's exposed to our customer base as several products that they can license. We have an extensive product development relationship with these customers.

In the last four years, STX has worked on four enterprise web application products. The majority of the work involved Python software development, testing, and QA, fitting them in with our Agile processes.

Their involvement was similar across all four projects — building new features, bug fixes, refactoring some legacy code, and writing automated tests. We have a hand in defining the composition— the scale, size, and makeup—of the teams, but we don’t have a hand in selecting the individuals. Largely, STX’s interpretation of our requirements governs their recruitment process. The teams have worked out well. It’s fair to say with any relationship like this, it’s a partnership. You have to work with individuals and we do invest a fair amount of time in working with management. STX ensures that we get the most out of our teams, just as we would with our own staff.

At peak capacity, we worked with probably about 40 engineers from STX — about five teams of eight. That would be going back a few years now. Now, it’s more stable, around 25.

How did you come to work with STX Next?

STX Next was competing against was the decision to continue using an increasing number of freelancers in London. Generally, Poland is a very effective offshoring option for companies in the UK. Although the resources are remote, Poland is reasonably close. It’s cost-effective, and the working cultures are similar.

​​​​​​What is the status of this engagement?

We first made contact in July 2013 through email. By August, we were in their office to kick off an extensive project. That fast turnaround and the scale-up period was one of the very impressive things about STX.

Could you share any evidence that would demonstrate the productivity, quality of work, or the impact of the engagement?

Our enterprise DAM product, Zonza, is a successful platform in its own right, and it’s used by a large number of customers in over 100 countries. STX is an integral part of our team, so it’s not solely their success story. What we get from STX is solid, high-quality, dependable development augmentation. I’m not just measuring the success of Zonza. Instead, we measure the success of the relationship based on output, value for money, quality, cultural fit, agility, and responsiveness. Generally speaking, we’re very happy with the way the relationship works.

How did STX Next perform from a project management standpoint?

STX Next integrates directly into our workflow and is familiar with the tools we chose to use from the very beginning. Other than minor changes, we’ve not had to adapt anything to work with a remote team. Since we can’t meet in person the whole time, we’re usually on Skype. We manage projects in JIRA together and share access to our Confluence wiki for knowledge management. Largely, it’s a seamless process. It’s almost as if we were working with local developers.

STX has a system that lets us track time and allocation of that time against jobs. We can look down the list of tasks and see which developer is assigned to what specific user story or task we’ve put into JIRA. It’s very granular in that respect. While it’s something we rarely do, it’s there if we need it.

We haven’t turned over our product management to them at all. We spoke about that once or twice, but it’s quite key to our model that we handle our own product management design and research. We haven’t really turned over our tech or dev ops.

On the whole, team churn is expected since it’s a fast-paced industry. However, we’ve been working with some people at STX since way back in 2013. As a result, they’ve retained a very deep, technical knowledge of the products.

What did you find most impressive about STX Next?

STX Next has very energetic and sociable teams, and we get along well. After working extensively with their teams, we honestly see them as colleagues rather than suppliers. That’s a unique thing, and it has to do with the culture of STX — it’s something they should be proud of.

STX doesn’t have a lot of unnecessary processes or bureaucracy. In contrast, other third-party development companies tend to overload processes. STX doesn’t and we’ve found working with them to be quick and easy — they just get it done.

Are there any areas STX Next could improve?

By and large, we’ve experienced some challenges in the last 4 years, but that’s the case with every organization. For example, acquiring and managing talent, and figuring out the best way to use various methodologies.

When we started working with STX, they had 80 or 90 people in one city. Now, they have over 200 people in 5 cities. As any growing company will experience, they’re having to go through a phase where things aren’t quite so flexible and easy. That means we’re dealing with a different type of organization, and we need to be prepared to work with the company through those issues. Certain changes are harder than others, and we feel that as customers. It’s not a criticism per se, its natural artifact of success and growth.

STX Next prides themselves on being a “Python powerhouse.” To us, that means that STX codes in one language, and that suits us down to the ground most of the time. But more and more, we’re seeing that our requirements require a little more skill diversity. For example, they would need to adopt other tools to support things like DevOps, cloud orchestration, and deployment. They’ve been keen on doing that, even though it’s not strictly straight Python. As they’re a growing company they might not see a need to diversify as much as we’d like them to, but as a technology partner of Hogarth, it’s something that we would encourage and embrace they do.   

Introduce your business and what you do there.

StreetTeam is a word-of-mouth sales channel for big music festivals. Most of them tend not to sell out, and the best way for them to empty their remaining inventory is to have their biggest fans sell tickets to friends through a social network.

We provide a Software-as-a-Service solution which engages influencers and serves as a sales tool on behalf of their favorite festival. In exchange, they get returns to deepen their experience during the festival in the form of tickets, backstage passes, an upgraded camping site and so on. It deepens their connection to the brand while also helping the company sell tickets. I am the CTO of the company.

What challenges were you trying to address with STX Next?

We had gone through a re-platforming after we figured out that the current technology in place when I joined the company wasn’t right for our ambitions of global reach, and in terms of the types of partnerships we wanted to sign. We made the decision to write a fairly minimal version of the product. That was launched three weeks ago, and it will be written in Python and ReactJS. Hiring engineers anywhere is very hard, especially in London

What was the scope of their involvement?

STX Next rebuilt a number of functionalities from scratch and employed a whole new architecture for the MVP. We had a microservices-based approach, API integration in the middle, and responsive mobile frontends. We went through a story-mapping effort in collaboration with STX Next, coming up with the features that the site needed to have, and drawing out a watermark through them. We outlined what the walking skeleton of the project would be. That skeleton formed the basis of the build.

We had two internal resources prior to STX Next joining the project. They have been working collaboratively from both locations in an Agile fashion. As we continue to hire internal people, they will join the bigger team that STX Next is a part of.

We are using 11 engineers, 3 test automation people, one QA, and one scrum master from STX Next’s team. We’ve been working with the same people from the start, apart from one or two individuals who have left for personal reasons.

How did you come to work with STX Next?

They were recommended to me by a couple of CTO friends, as a good way of leveraging highly-skilled Agile Python developers. STX Next was a way of building capacity quickly, given that they already had a very good team in place. There were three or four other companies under consideration, ranging from expensive London agencies through to very cheap ones from Eastern Europe. STX Next was somewhere in the middle, with a competitive price and high quality at the same time.

We had existing engineers in Wroclaw, Poland, which is also STX Next’s location. While I was there, I took the opportunity to visit their office and have a fairly advanced talk about what they did, and what they could do for us specifically. I spoke to their service director, Łukasz Koczwara, who is a very impressive person. He presented the whole team to me, talked about the engineers’ work, and let me interview them ahead of time. Based on what I wanted in terms of quality of process, demeanor and communication skills, it was an obvious fit for me.

What is the status of this engagement?

We started onboarding STX Next in December 2016. We picked up the pace in the first week of January 2017. The prototype took 12 weeks to build, which was our specified timeline. We have an ongoing collaboration with STX Next and plan to have them as part of our team for a while. We do plan to hire more internal resources, as we undergo more fundraising.

Could you share any evidence that would demonstrate the productivity, quality of work, or the impact of the engagement?

We’ve seen increased sales. Clients have loved the look-and-feel and new features of the product, so we are seeing much bigger festivals sign up to us than before. We’re also in the process of building integrations with third-party ticketing systems. The new architecture demonstrates that we can more easily do that than before. We’ve seen sales and business-channel success, but we also have a stable platform on which we can build over time, whereas the old one was a bit harder to modify.

How did STX Next perform from a project management standpoint?

I haven’t used any other agencies for this project, but, based on previous experiences, I found STX Next to perform well. They’re at least as good as some big agencies in London. We have a direct, one-to-one connection with our engineers, and they’re not hidden behind an account manager. This leads to much better teamwork, and better cohesion for the project overall.

What did you find most impressive about STX Next?

The quality of engineering is much higher than I expected. I was looking for standard, shop-level skills, but STX Next’s coders are very good. They’re people I’d happily hire internally. Their approach to Agile is quite surprising. Rather than looking for upfront specs and documentation, STX Next went through a proper scrum process, talked through stories and made an effort to understand the product. They want to be in it for the long-term, which is a bit different to the normal fire-and-forget agency model.

Are there any areas STX Next could improve?

Support is a touchy subject. STX Next operates in a culture with strict working hours, so they don’t offer out-of-hours support as a service. This was made clear from the start, and it’s not something I can fault them on. It’s simply a service which I wish they had. I have a very good relationship with their director, and we have had conversations on this matter. It may change in the future.

What tips or recommendations could you share that might increase the likelihood of success with STX Next?

They should never pick anyone who wants an upfront spec. The Agile process is the best way to build good products and software, so clients should be cautious of someone who wants one big info-dump, and goes away for two months. It’s important to see the work in progress. Agencies which want to get deep into the needs of the client and their users are the best choice. This is my personal bias towards methodologies, but it has worked well for me.

Introduce your business and what you do there.

We are a cyber security and computer science company. I work for a subsidiary of a much larger company, which acquired us in 2016. I’m the head of R&D for my department. 

What challenge were you trying to address with STX Next?

We were looking for additional manpower, and it’s hard to find good, affordable developers in France. 

What was the scope of their involvement?

STX Next provided developers for the technology we were looking for, namely Python. They have worked on certain features of our software, as well as GUI [graphical user interface] elements. We do have internal Python competencies but don’t have enough manpower. STX Next’s role is to speed up our development.

Our main project is a global security solution that gives users information about malware, trojans, bad domains or IP addresses, and so on. We needed to develop a web API that would connect to a number of different websites. STX Next worked on this component and also developed the graphical interface for it, which is an Angular2 portal.

We’ve used 2 developers and a project lead from STX Next. We expect to increase the size of the team, but there are some administrative and political aspects of our company that have delayed the process. I was not involved in selecting the resources assigned to us, but I did explain my needs to STX Next’s business developer, who understood them quite well. I needed senior, experienced people to whom we could add some more junior developers later.

How did you come to work with STX Next?

We were initially contacted by STX Next’s business department through LinkedIn. I researched the company on Google and saw that they were well-referred on sites like Clutch. I had a few meetings with STX Next’s team on Skype and appreciated the fact that I was never pressured into a commitment. We had never worked with an outsourcing company in the past, and we needed some time to determine what a good test project could be. I visited their office in 2016 and found that STX Next had reliable internal organization, so I became confident in them. We didn’t contact other companies because we had a feeling that STX Next would be a good fit. We decided to launch a 1-month test project and decide whether to continue after that period.

What is the status of this engagement?

We started working with STX Next at the beginning of January 2017. The project is ongoing, and there is no end date. We have enjoyed working with STX Next and plan to use them for any additional features we need to have developed, as well as other projects.

Could you share any evidence that would demonstrate the productivity, quality of work, or impact of the engagement?

We have an ongoing project, so I cannot share any official data for it. We plan to launch an MVP in 2 weeks, through which we will begin to demonstrate the product to customers and our internal people. We couldn’t have reached this point without STX Next’s help since the majority of our internal team is working on other projects.

In comparison to our own team, STX Next’s technical level is superior (at least for the 2 developers we’ve used).

How did STX Next perform from a project management standpoint?

We decided to use the Atlassian suite, including HipChat as an instant messenger, JIRA for tracking scrum projects, Confluence for weekly meetings, and Bitbucket as a code repository. I asked STX Next which type of tools they preferred before starting the project and was told that the Atlassian suite was a good choice. My own team uses internal messaging and tracking tools, which would not have been possible to share with external people.

We only asked for 2 developers initially, but STX Next assigned our project lead completely free of charge for 2-months in order to ensure that the project would be a success. They were planning to assign the lead to another project on the third month, but I specifically asked to keep him. I found it to be a very good commercial model. STX Next never forced us to buy a service until we considered it to be necessary.

What did you find most impressive about STX Next?

They are a very organized group. My team wasn’t used to working with outsourced resources, but STX Next made the experience very pleasant. I was very impressed by them and have really enjoyed the collaboration.

Are there any areas STX Next could improve?

I would have preferred to have more resources in order to make the project go faster. Working with only 2 developers prolonged the process, but this isn’t really an improvement point for STX Next. It has to do more with our company. 

Introduce your business and what you do there.

I’m the CTO of a statistics agency in the UK whose origin is handling product data. We work with retailers to extract their product catalog from their website, often by scraping but sometimes by API integration. We then create product databases that are used to get product catalogs on to different channels online. About six years ago, we started working with major brands to scrape the websites of lots of different retailers so the brands can find out how their products are being sold.

What challenge were you trying to address with STX Next?

We were looking to develop a platform that could provide multiple clients with a streamlined user interface. This solution would essentially let these end clients customize the integrations on their own websites.

What was the scope of their involvement?

We started working with STX Next in February 2015. The first project was our platform, which was built with Python/Django. The frontend components appear on our clients’ websites in Angular, now in Angular 2. Clients can customize how their integrations look through the control panel that’s live on their sites. In those two years, we’ve also built a mobile app with STX Next.

The maximum STX Next resources we’ve engaged is 32. We tend to work with full-time people who stay for a while, so some of the people who started with us two years ago are still working with us.

How did you come to work with STX Next?

We didn’t look very hard when we picked the company because we had a recommendation from an associated agency. We started off with a fairly small team to see how things would go and expanded the teams over time.

How much have you invested with STX Next?

I don’t think my contract with them lets me disclose that. If you multiply that peak of 32 STX Next workers by hours per month, that’s where they are.

What is the status of this engagement?

We’re also engaging them with another project that’s quite confidential, so I can’t really go into detail.

Could you share any evidence that would demonstrate the productivity, quality of work, or the impact of the engagement?

STX Next is really good about sharing operational statistics on performance. These are in terms of the predictability and velocity of each team. I’m not sure if the statistics are particularly meaningful because they’re on a sprint-by-sprint basis, but we’re very happy with that they’ve produced. Over the past two years that we’ve been working on the platform together, we’ve only had one or two bugs that clients have discovered. Obviously, there are other bugs here and there, but they identify them and triage them.

How did STX Next perform from a project management standpoint?

We use JIRA primarily and GitHub, and then Google Hangouts for face time. They’re quite good about changing people out. They make sure there’s a sufficient hand-over period and we’re not charged extra for that.

One of the teams has been very good and has met every deadline. They make it very clear very early, and they’ve very good at responding to changes. However, another team is a bit larger and a bit more unwieldy. They don’t perform quite as well in terms of meeting sprint goals and things like that.

What did you find most impressive about STX Next?

One of the things that impressed me is that they are quite experienced and quite strong in the Agile process. Although they’re generally accommodating because we’re the client, they are good at saying, “Wow, this isn’t a very good way to work.” They offer alternatives so that the work runs smoothly. Reducing disruptions means that we get better value. We have a strong culture of Agile processes, and we’ve learned as a business ourselves from watching what they’ve implemented.

Are there any areas STX Next could improve?

It’s always tricky working with someone in a different country. We ought to fly out there more than we do. I think we’d get slightly better results if we were a bit more closely engaged. But in general, I’m happy.

Introduce your business and what you do there.

I work for the Dutch Royal Association of Pharmacists. My organization publishes a monthly database of all medicines, along with a lot of associated data.

What challenge were you trying to address with STX Next?

We needed a large number of data entry systems but couldn't develop them alone.

What was the scope of their involvement?

STX Next helped build four of these data entry systems and are helping us develop 25 more. We’ve been working with STX Next for 1 1/2 years and in that time, we’ve built four systems. The first one was a data entry system for what we call the preference policy of insurance companies. They enter information about which specific medicines they cover and which ones they don’t. The data they enter is necessary for the preference policy. The other systems are similar, but instead of being for insurance companies, these data entry systems are internal. The second one was for pharmacists to enter corrections. STX built the system so that we could enter the corrections and provide pharmacists with the actual data on the medicines. There are new medicines every month and we have to enter the updated data.

The team from STX Next was always four people: two developers, one tester, and a team master. All four projects had the same size team, and each project was finished within three months.

How did you come to work with STX Next?

I found them in a database of European developers. We wanted a larger team that could do big projects for us using dedicated teams. We felt that the smaller parties in Holland couldn’t cope, and they are usually working on your project along with lots of others. STX Next could guarantee us that we could get a team and have them working exclusively for us. This way, the project was finished in the time they estimated.

How much have you invested with STX Next?

I think we’ve spent about €250,000 [approximately US$264,187].

What is the status of this engagement?

We started working with them in September 2015. The fourth project is still ongoing.

Could you share any evidence that would demonstrate the productivity, quality of work, or the impact of the engagement?

I don’t have specific data, but I have my opinion. They’ve delivered everything that they’ve promised. When you do a project with STX Next, you know that you will get your product and you’ll be able to use it when it’s done. It’s on time, on budget, it’s functional and it’s of a high quality. It’s correct and they deliver. Until now, everything is going this way. We know our project will be finished in three months and that’s very valuable for us. It’s quite predictable. They are a certainty in an insecure world.

How did STX Next perform from a project management standpoint?

We’ve always used Bugzilla and STX uses JIRA, but because we are communicating, I don’t think it’s a problem. We want to continue using Bugzilla and they’re fine with that. We’re flexible.

What did you find most impressive about STX Next?

The most important part about STX Next is that they deliver in terms of time, quality, functionality, and cost. Normally, you get two or three of these things—it’s rare to find a shop with reliable access to this kind of value. They just deliver. For me, that’s very impressive.

Are there any areas STX Next could improve?

Up until now, no. Okay, there’s one thing they don’t provide. After a system is in place, you tend to have small things that need to be changed. This isn’t in their contract. They’ll make the changes, but it’s out of their own goodwill, on their own time.

Introduce your business and what you do there.

I am the senior engineering manager of a financial technology company. We have a marketplace that ties together retailers and lenders. We empower folks to get finance at moments of need when they are shopping. We offer a full spectrum of lending to people from various financial backgrounds, including prime markets and ones with lesser ratings.

What challenge were you trying to address with STX Next?

Our core API [application programming interface], as well as our financing application, have been written using the Python/Django technology stack. We wanted to increase our team, looking to find a cohesive group with a lot of expertise in these technologies. While we already had some outsourcing in place further East, it wasn't working very well. There was a lot of feature development that still needed to be done, including custom integrations with new retailers and lenders. 

What was the scope of their involvement?

We wanted to create a way of waterfalling lenders into prime, secondary, and tertiary markets. STX Next built the service that enables this, which is called weighted distribution. In addition to layering, we can place multiple lenders at each level. Recently, STX Next has also worked on e-commerce functionalities, helping us create an offering in this space. Most of our original integrations were at a store level, but e-commerce has become a critical component of our growth. It's a browser-based functionality which can tie in online stores to our services. Our integrations were originally point-of-sale, requiring retailers to change their systems in order to integrate to our API. For light integrations in the case of partners who didn't want this expense, we offered a client-server browser app which users installed in the store. This app allowed clients to apply for financing without any of the existing systems being changed. STX Next helped us refactor this into our financing center using single-page architecture in order to build a browser-based app. It makes the store systems much more responsive. In addition, it has a much newer UI.

Rather than using them for set projects, STX Next acts as an extension of our team. The work is product-based. At peak capacity, we've used 10 resources from their team, including a Scrum master. We normally provide a description of what we want in terms of resources. Since we've worked on the same products, STX Next has been able to do most of the legwork for us. Our selection process is informal, with STX Next either recruiting people from the market or bringing existing resources in on a trial basis. So far, it's worked out very well. STX Next has more junior developers who want to gain experience so they would work on our project without charging us. After a new client comes in on their side, we retain the option to either keep them on a paid basis or let them move on. It's been a good model for the occasions when we needed extra capacity.

How did you come to work with STX Next?

We needed a talented team with Python skillsets. Our VP of engineering at the time discovered STX Next. I wasn't working for the company at the time so I can't provide more details.

How much have you invested with STX Next?

I've only recently been exposed to financial information, so I can't provide an exact figure.

What is the status of this engagement?

STX Next has been working with us for over 2 years.

Could you share any evidence that would demonstrate the productivity, quality of work, or the impact of the engagement?

Our e-commerce functionalities have been a success. It was a big challenge, consisting of a complete refactoring of the solution which had been built over the last few months. It required a significant amount of changes in order to support an upcoming activation. STX Next was tasked with the majority of this work and they delivered it in time. The system had a fixed completion date. It needed to be ready before the holiday season so that we could fully unleash the system. I can't disclose numbers, but there's been a significant amount of revenue for the company that depended on reaching the deadline.

One of our large lender customers delivered late, which caused a tough time on our side. It was easy to amass resources on STX Next's side on short notice and get the work done. It involved extra effort, but STX Next was accommodating to us. Hiring and recruiting has been smooth. STX Next has moved fast in its market and we've always been pleased with the people they brought on.

When I started working with them, STX Next was using the Scrum methodology. STX Next has been good at training staff on the Agile way, which has made my life a lot easier. We've also had some career progressions, with resources moving from QA to product ownership, or from junior to senior levels, for example.

How did STX Next perform from a project management standpoint?

Because of the distance and the fact that we're an Agile company, collaboration is essential. Our work hours are minimal in terms of interaction times; we're limited to 4 hours early in the morning. Also, our engineers tend to come in late but don't want to go home late. Our Scrum meetings happen in the morning. We use collaboration tools such as Google Hangouts for daily conferences as well as Jira, Confluence, and Slack. These enable us to be offline and still track progress.

What did you find most impressive about STX Next?

STX Next’s team is passionate and has a great work ethic. They are willing to learn and understand our business. Instead of just coding to our specs, STX Next engages with us as a partner, wanting to understand, improve the code, and deliver better products. There is a lot of change in our industry in terms of the clients which we're able to sign. Even though this can be disruptive, STX Next has been flexible in changing directions with us. They have an Agile culture, plus they're stable, tech-savvy, and able to self-organize. STX Next works well as a team.

Are there any areas STX Next could improve?

We have a diverse tech stack, primarily using Python/Django. We've recently added another resource who has full-stack experience and who is also good at frontend technologies like Angular.JS and newer frameworks. We are trying to train the rest of the team for more full-stack abilities, which will allow us to swing projects better.

Another thing which we're continually trying to improve on is the Agile implementation process. We work with STX Next in trying to become more lean and nimble. Tools like Jira aren't used very well at the moment. I don't know if this is necessarily a problem for STX Next to solve, but it would be useful to have some additional expertise on this front.

Introduce your business and what you do there.

paze is a financial services provider giving people access to their earned but not paid salaries throughout the month, for free. I am a co-founder and the chief executive officer of the company.

What challenge were you trying to address with STX Next?

We needed the ability to scale fast and to onboard the right skill sets. We were about to launch the service and needed more resources for support and future development.

What was the scope of their involvement?

Our platform had already been developed when STX Next stepped in. We used them for developing the next phase of our technology. It is a Python-based system, so we needed a strong partner for this technology. We also use Amazon Web Services.

How did you come to work with STX Next?

I believe that STX Next sent me an initial e-mail, and I asked our COO [chief operating officer] to take a look at the company. He used to work with some of the best Russian development teams, for a different company. Back then, we didn't have a development team, so I wanted to see if we could work together.

What is the status of this engagement?

We started working with STX Next at the end of July 2016. They're currently supporting all of our development activities and will continue to do so in the future.

Could you share any evidence that would demonstrate the productivity, quality of work, or the impact of the engagement?

A quantitative indicator would be the weekly call we have with STX Next, reporting on targets and achievements. Normally, they overachieve. This isn't because we set low thresholds or don't put enough pressure on the team. We're very pleased with STX Next. 

How did STX Next perform from a project management standpoint?

STX Next has been outstanding in this respect. We use a project management platform and are given full visibility into each and every task.

What did you find most impressive about STX Next?

I was initially skeptical about STX Next when our COO proposed them because I've had some bad experiences with previous suppliers. This is the 6th technology company I've started in my career, so I have a good benchmark for outsourcing partners. STX Next is the best company I've worked with, by far. I was amazed at STX Next's ability to take ownership over the product roadmap.

STX Next is an exceptional company within its industry, based on the quality of delivery and project management. The most important detail is that STX Next is a real partner for our company. The kind of support we saw and willingness to share risks have been outstanding.

Are there any areas STX Next could improve?

Not that I can think of. We haven't used STX Next's user experience design capabilities, so I can't speak on that front, and we've also only recently put an emphasis on testing. From what I've seen so far, STX Next's quality assurance services are in-line with their other work.

Introduce your business and what you do there.

Our company runs a recipe website. I am the chief executive officer.

What challenge were you trying to address with STX Next?

Our company has been around for 11 years and we have used STX Next as an ongoing development partner. I don't know if they built our website originally since I wasn't working for the company at the time, but they're responsible for it now and have been since my arrival. All of our technical needs are handled by their team, under our supervision. 

What was the scope of their involvement?

STX Next is adding new features and maintaining our website on a continuous basis. We work in 2-week sprints using an Agile methodology for constant product releases. They plan out and deploy each sprint. STX Next works in collaboration with our internal product team in order to continually improve our site. We have a custom-built site.

How did you come to work with STX Next?

I don't have this information. They were our partner when I arrived and I chose to continue using them. 

What is the status of this engagement?

The company has been working with STX Next for 5 years. I've been collaborating with their team for the last year and a half. I'm very familiar with them and their leadership team. 

Could you share any evidence that would demonstrate the productivity, quality of work, or the impact of the engagement?

We have a roadmap and have been fulfilling it. As we are reaching the end of 2016, we have seen a 200% growth year-over-year in website traffic. This increase is due to working with STX Next on implementing the right features and doing the proper cleanups on the backend.

How did STX Next perform from a project management standpoint?

We use the Agile methodology, so there are expected meetings 3–4 times a week followed by deployments and retrospectives. We have ongoing conversations with STX Next which works well for us. We have been using Unbounce for project tracking and will be moving to Jira next week. It was a joint decision; both of our team have used the tool in the past. We also use Slack for continuous conversations and have Google Hangouts meetings at 6–7 AM most days of the week.

What did you find most impressive about STX Next?

I've worked with many vendors in my career for similar work. STX Next stands out through the passion showed for the business. This starts at the top, with their principal. STX Next has paid a lot of attention to customer details.

Also, I've appreciated STX Next's openness and honesty during our retrospectives. They've continually looked at ways in which we could improve the working relationship and the internal team. I have almost 15 years of experience working in the digital world, and our retrospectives with STX Next have been the most honest I've participated in.

Are there any areas STX Next could improve?

We're one of STX Next's only publishing-media clients at this time. Their overall understanding of technical SEO components isn't as great, due to a lack of expertise in working with DoubleClick, ad tags, and other tools associated with our line of business.

What tips or recommendations could you share that might increase the likelihood of success with STX Next?

I don't have anything specific. Clients are definitely in great hands with them. 

Introduce your business and what you do there.

Our startup company has developed a mobile platform which is meant to deliver recruitment assistance for small and medium businesses. We are based in Toronto, Ontario. I'm a co-founder and the chief operating officer of the company.

What challenge were you trying to address with STX Next?

We were presented with a significant business challenge in needing to recruit an outstanding software development team. More than just an outsourced team, we needed a partner that could assist us in developing the app in terms of both quality and time to market. Choosing STX Next was dependent on these 2 considerations. We also wanted to ensure that the team would meet and exceed our expectations, which was true for STX Next.

What was the scope of their involvement?

STX Next has been in charge of design and the initial ground-laying process for our application architecture, in preparation for the Agile team. We were not only able to cover this, but also had a fruitful partnership with STX Next in extending our understanding of market forces and constraints. This gave us significant clarity for the strategic planning process.

In total, we've used 5 resources from STX Next. The selection process was handled by them. We were confident that STX Next would deliver the right people for the project.

How did you come to work with STX Next?

We considered 2 other companies before choosing STX Next. The recommendation for their company came through word-of-mouth to our Chief Executive Officer, who has acquired a wide network based on industry experience.

What is the status of this engagement?

We started working with STX Next in April 2016 and work with them remains ongoing.

Could you share any evidence that would demonstrate the productivity, quality of work, or the impact of the engagement?

We had an amazing experience with STX Next. They were in charge of delivering the architecture and design of the product. We were very happy with both. The satisfaction level with our stakeholders was high as well. The performance speed of the system as a whole is entirely attributable to STX Next and the architecture they came up with. The user interface and workflow are expertly designed, too. 

How did STX Next perform from a project management standpoint?

STX Next delivered on-time and within the specified budget. There were no negative aspects of our collaboration. The only issues were with our understanding of how the product would respond to market constraints. STX Next helped us in this respect. STX Next used an internal project management software that we had access to. 

What did you find most impressive about STX Next?

STX Next delivered an excellent product, with good quality and timeliness. We also appreciated how passionate and engaged their team was. We were looking for a partner that would care about the work, which proved to be outstanding from STX Next's side.

Are there any areas STX Next could improve?

No. The result has been perfect so far.