Elkhan Shabanov

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.

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.

The company has partners who are in charge of different areas of operation of the company. At the same time, we always void that very tall hierarchical pyramid. Each one of the partners very often involved in very small things. We know people that we work with. We don't have three or four layers of management between us and people, between employees of the company.

The company has partners who are in charge of different areas of operation of the company. At the same time, we always void that very tall hierarchical pyramid. Each one of the partners very often involved in very small things. We know people that we work with. We don't have three or four layers of management between us and people, between employees of the company.

The company has partners who are in charge of different areas of operation of the company. At the same time, we always void that very tall hierarchical pyramid. Each one of the partners very often involved in very small things. We know people that we work with. We don't have three or four layers of management between us and people, between employees of the company.

And I think this is creating a culture that is more open. We get to hear more about what issues problems our employees are facing. We get to know them better. They know that we are not sitting in some ivory tower. Every one of us is reachable. They disagree with us. Sometimes I even feel frustration because especially in situations when I know the best answer and I know that it's the best answer.

And I think this is creating a culture that is more open. We get to hear more about what issues problems our employees are facing. We get to know them better. They know that we are not sitting in some ivory tower. Every one of us is reachable. They disagree with us. Sometimes I even feel frustration because especially in situations when I know the best answer and I know that it's the best answer.

And I think this is creating a culture that is more open. We get to hear more about what issues problems our employees are facing. We get to know them better. They know that we are not sitting in some ivory tower. Every one of us is reachable. They disagree with us. Sometimes I even feel frustration because especially in situations when I know the best answer and I know that it's the best answer.

I still feel that I need to explain reasons why certain things need to be done in a certain way because I believe when people know why, they will do their job much better than when I tell them what to do. And I think that similar mentality, similar culture can be seen across our entire company.

I still feel that I need to explain reasons why certain things need to be done in a certain way because I believe when people know why, they will do their job much better than when I tell them what to do. And I think that similar mentality, similar culture can be seen across our entire company.

I still feel that I need to explain reasons why certain things need to be done in a certain way because I believe when people know why, they will do their job much better than when I tell them what to do. And I think that similar mentality, similar culture can be seen across our entire company.

At some point, you start reaching physical limitations because there are only 24 hours in a day. If you need to talk or maintain communication with that many clients, you start reaching a point where you're physically unable to do so effectively. For us, this little secret or key to scalability was an internal institution that we call delivery managers.

At some point, you start reaching physical limitations because there are only 24 hours in a day. If you need to talk or maintain communication with that many clients, you start reaching a point where you're physically unable to do so effectively. For us, this little secret or key to scalability was an internal institution that we call delivery managers.

At some point, you start reaching physical limitations because there are only 24 hours in a day. If you need to talk or maintain communication with that many clients, you start reaching a point where you're physically unable to do so effectively. For us, this little secret or key to scalability was an internal institution that we call delivery managers.

Even though it's delivery manager, that's the name we gave it to this role, but it entails much more than just a delivery. This role for us is a key element in every relationship day to day.

Even though it's delivery manager, that's the name we gave it to this role, but it entails much more than just a delivery. This role for us is a key element in every relationship day to day.

Even though it's delivery manager, that's the name we gave it to this role, but it entails much more than just a delivery. This role for us is a key element in every relationship day to day.

because delivery manager at digicode is part project manager part program manager very often product manager but also in very many cases a people manager and of course responsible for delivery so we chose this type of a role because

because delivery manager at digicode is part project manager part program manager very often product manager but also in very many cases a people manager and of course responsible for delivery so we chose this type of a role because

because delivery manager at digicode is part project manager part program manager very often product manager but also in very many cases a people manager and of course responsible for delivery so we chose this type of a role because