Elkhan Shabanov

Initially, we started with offering them to do that work. And that was something that you can compare to MVP of other startups. We will help you to do it. And you will have to tell us. in which direction you want to take it, sometimes in the very, very early days, what technology you want to use, etc., etc. But then, gradually, slowly, we moved from that simple to much more complex.

So if we will see our service as a product, it evolved over time into something much, much bigger than just what I described earlier.

So if we will see our service as a product, it evolved over time into something much, much bigger than just what I described earlier.

So if we will see our service as a product, it evolved over time into something much, much bigger than just what I described earlier.

Just like with any product, you, after launch, start looking at it and trying to identify ways to make it more valuable. You can call it by different names, but the bottom line is the more valuable is your product, the more people are ready to pay for it, and the longer they will be using it, especially considering that we live now in an age of subscription and not a license-based product.

Just like with any product, you, after launch, start looking at it and trying to identify ways to make it more valuable. You can call it by different names, but the bottom line is the more valuable is your product, the more people are ready to pay for it, and the longer they will be using it, especially considering that we live now in an age of subscription and not a license-based product.

Just like with any product, you, after launch, start looking at it and trying to identify ways to make it more valuable. You can call it by different names, but the bottom line is the more valuable is your product, the more people are ready to pay for it, and the longer they will be using it, especially considering that we live now in an age of subscription and not a license-based product.

So if we use that analogy to our service, increasing value and stickiness is probably the most obvious strategy that anyone doing what they are doing is adopting. And sometimes I see companies taking different paths.

So if we use that analogy to our service, increasing value and stickiness is probably the most obvious strategy that anyone doing what they are doing is adopting. And sometimes I see companies taking different paths.

So if we use that analogy to our service, increasing value and stickiness is probably the most obvious strategy that anyone doing what they are doing is adopting. And sometimes I see companies taking different paths.

Trying to use different strategies, which I don't find very effective, like lowering the price, promising more than they can achieve, or lowering the price in the beginning with the hopes of making more money on later change requests and such.

Trying to use different strategies, which I don't find very effective, like lowering the price, promising more than they can achieve, or lowering the price in the beginning with the hopes of making more money on later change requests and such.

Trying to use different strategies, which I don't find very effective, like lowering the price, promising more than they can achieve, or lowering the price in the beginning with the hopes of making more money on later change requests and such.

But for us, it was obvious that we should increase the value that we add to our clients through expertise, using our experience, and becoming partners and advisors for our clients rather than just a software vendor. By doing that and by trying to get that seat at the table when they are making decisions, discussing their own strategy, we can help them to choose a better path.

But for us, it was obvious that we should increase the value that we add to our clients through expertise, using our experience, and becoming partners and advisors for our clients rather than just a software vendor. By doing that and by trying to get that seat at the table when they are making decisions, discussing their own strategy, we can help them to choose a better path.

But for us, it was obvious that we should increase the value that we add to our clients through expertise, using our experience, and becoming partners and advisors for our clients rather than just a software vendor. By doing that and by trying to get that seat at the table when they are making decisions, discussing their own strategy, we can help them to choose a better path.

And if we are successful, they recognize that and that's how we achieve that added value. It is much better to have a discussion with the client about business than about technology. This is, to me, first sign of successful relationships with my client. The moment we start talking about their business goals and their technology goals.

And if we are successful, they recognize that and that's how we achieve that added value. It is much better to have a discussion with the client about business than about technology. This is, to me, first sign of successful relationships with my client. The moment we start talking about their business goals and their technology goals.

And if we are successful, they recognize that and that's how we achieve that added value. It is much better to have a discussion with the client about business than about technology. This is, to me, first sign of successful relationships with my client. The moment we start talking about their business goals and their technology goals.

I like to refer to us as we. I know there are different ways how people interact. talk about services and products of their company and sometimes you are trying to get i don't know buy a cell phone that salesperson at the counter will say i have my guy who can look at your phone and give you my price so not referring to himself as a company We work as a collective from the very, very top.