Tameem Hourani

We're very tight to value, get the customers up and running, and really partner with them long-term on the engineering front. Consulting is a hard industry to be valuable at, right? Because a lot of consultants do it because it's very fast cash, like you're charging for time. And there's really not a lot of value in charging for time unless you're providing something very specific.

As a leader in the tech space in the past, we've had to deal with that. We've hired companies that have gone halfway through a project and said, hey, you're out of time, you've got to buy more time, or we're over budget, or you've got to sign a change order. or you're done with a project, they think they're done and you're like, wait, like half the stuff we agreed on is missing.

As a leader in the tech space in the past, we've had to deal with that. We've hired companies that have gone halfway through a project and said, hey, you're out of time, you've got to buy more time, or we're over budget, or you've got to sign a change order. or you're done with a project, they think they're done and you're like, wait, like half the stuff we agreed on is missing.

As a leader in the tech space in the past, we've had to deal with that. We've hired companies that have gone halfway through a project and said, hey, you're out of time, you've got to buy more time, or we're over budget, or you've got to sign a change order. or you're done with a project, they think they're done and you're like, wait, like half the stuff we agreed on is missing.

It's really a bad experience. What we took on to do is the exact opposite, right? I tell my team, we got to do right by our customers always. And if we miss scope to project, that's on us. That's not on the customer. If we're out of hours, we should have a better job managing a project. That's really helped us grow very quickly in our space.

It's really a bad experience. What we took on to do is the exact opposite, right? I tell my team, we got to do right by our customers always. And if we miss scope to project, that's on us. That's not on the customer. If we're out of hours, we should have a better job managing a project. That's really helped us grow very quickly in our space.

It's really a bad experience. What we took on to do is the exact opposite, right? I tell my team, we got to do right by our customers always. And if we miss scope to project, that's on us. That's not on the customer. If we're out of hours, we should have a better job managing a project. That's really helped us grow very quickly in our space.

And it's helped us differentiate from a lot of the competitors or other consulting firms that it's just low-level, I don't even want to say engineering work, it's just low-level development, really. And there's a big differentiator there in what the customer is getting from a value perspective.

And it's helped us differentiate from a lot of the competitors or other consulting firms that it's just low-level, I don't even want to say engineering work, it's just low-level development, really. And there's a big differentiator there in what the customer is getting from a value perspective.

And it's helped us differentiate from a lot of the competitors or other consulting firms that it's just low-level, I don't even want to say engineering work, it's just low-level development, really. And there's a big differentiator there in what the customer is getting from a value perspective.

I mean, with the whole like Gen-AI craze and all that stuff that's going on now, I really think some of those low-level outsourcing consultant offshore companies are going to be the first to go. It's just such commoditized services, right? And you really got to differentiate yourself. And that's what I found was a big gap in the industry. When I left Wayfair, I was very transparent.

I mean, with the whole like Gen-AI craze and all that stuff that's going on now, I really think some of those low-level outsourcing consultant offshore companies are going to be the first to go. It's just such commoditized services, right? And you really got to differentiate yourself. And that's what I found was a big gap in the industry. When I left Wayfair, I was very transparent.

I mean, with the whole like Gen-AI craze and all that stuff that's going on now, I really think some of those low-level outsourcing consultant offshore companies are going to be the first to go. It's just such commoditized services, right? And you really got to differentiate yourself. And that's what I found was a big gap in the industry. When I left Wayfair, I was very transparent.

I said, guys, I'm going to set off to try to do this thing that we really struggled to get right at Wayfair because we've been burned by partners. I just want to be a transparent engineering-led partner team. They were very supportive. They gave me six months. They let me vest. They were one of our first customers, which is pretty sick.

I said, guys, I'm going to set off to try to do this thing that we really struggled to get right at Wayfair because we've been burned by partners. I just want to be a transparent engineering-led partner team. They were very supportive. They gave me six months. They let me vest. They were one of our first customers, which is pretty sick.

I said, guys, I'm going to set off to try to do this thing that we really struggled to get right at Wayfair because we've been burned by partners. I just want to be a transparent engineering-led partner team. They were very supportive. They gave me six months. They let me vest. They were one of our first customers, which is pretty sick.

It's generally just poor experiences as a customer and having to deal with that is where it all started.

It's generally just poor experiences as a customer and having to deal with that is where it all started.

It's generally just poor experiences as a customer and having to deal with that is where it all started.

What really drove us to get going? What really pushed me to leave a safe job, a great job, actually, that I was learning a ton at? Doing a lot of talks at conferences, the problem we were solving at Wayfair was around deploying 600 or 700 times the data production. And if you think about all the public company requirements that wrap around that, it's pretty crazy, right?