The Client

A fintech company developing a digital platform used by business clients in several European countries.

The product was being developed at a fast pace and required continuous delivery of new features, maintenance of existing components, and support for a growing number of integrations with external systems.

The challenge

The client initially worked with individual specialists under a staff augmentation model.

As the product grew, this model began to place an increasing burden on the client related to:

• building and managing the team,
• ensuring continuity of competencies,
• coordinating replacements,
• maintaining project knowledge,
• quality control and backlog delivery.

The organization needed a partner who would take responsibility for delivering a specific area of product development.

The solution

The cooperation model was transformed into Managed Development Services.

GS Services built and managed a dedicated technology team covering Backend Development, Frontend Development, QA, and Delivery Management competencies.

The scope of responsibility included:

• delivering the agreed backlog,
• planning and coordinating the team’s work,
• ensuring continuity of competencies,
• quality assurance processes,
• code review and quality standards,
• knowledge and documentation management,
• reporting on work progress and key delivery metrics.

The client defined business priorities, while GS Services was responsible for organizing and delivering the team’s work.

The conclusions

• A shift from managing individual specialists to managing a service
• Greater predictability in backlog delivery
• Continuity of the team and its competencies
• Reduced operational burden on the client
• A clear division of responsibility between client and vendor