2017, Dhaka, a team small enough to fit around 1 table. Most of our early clients were local businesses that wanted a logo, a website, or a basic design. Nothing glamorous.
9 years later the client list runs through the US, UK, Japan, Hungary, and Thailand: healthcare companies, logistics platforms, fintech startups, SaaS founders. We have shown work at Japan IT Week in Tokyo, the EQUALS Summit in Hungary, and CeBIT ASEAN in Bangkok.
That is the highlight reel. The useful part is what we got wrong for years first.
We said yes to everything
Any scope. Any timeline. Any budget. We were hungry for work and did not want to lose a client by asking difficult questions.
It cost us. Projects ran over. Clients were unhappy because what we delivered was not what they had pictured, and we had never asked the questions that would have surfaced the gap. We were busy for years without being useful in the way we thought we were.
The fix took a long time to accept and about a week to run: spend the first week on discovery. No design, no code, just conversation. What are you building, who uses it, what does success look like in 3 months? Write it down. Agree on it. Then build. That week still opens every engagement, and it is the reason we can ship in 6 weeks without surprises.
The most expensive thing you can do in a software project is build the wrong thing very well. We learned this the hard way, more than once.
We underpriced ourselves for years
We assumed being from Bangladesh meant we had to be cheaper than everyone else to win international work. Some clients did come to us for that reason alone.
Those were also the clients who valued the work least. They pushed harder, respected the process less, and took more managing. The clients who paid a fair price, even when it was more than they walked in expecting, trusted our judgment and ended up with better products. So we stopped competing on price and started competing on process, speed, and quality. That changed who showed up.
