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Online companies are enabled, centered, and bound by their technology foundation. Commercial success is heavenly dependent on the extent technology can keep up with the continuous advancing product and market dynamics.

Breaking the Start to Scale-up Dilemma.

From START-UP excitement ...

Let's face IT. The majority of the established online companies are dealing with the same technology challenges and dilemmas.

They operate an increasingly complex platform driven by increasing urgencies for developing and releasing customer-facing features to grow the user base of their IT platform. For the right entrepreneurial reasons, this has become their primary IT focus. Keeping up with the essential business development from start-up, break-even to the glorious scale-up phase. It all paid off well.

The business seems to be ready to fly off to new heights. New investors and stakeholders are lining up to participate in this next-level journey. New management and talent are attracted to join the ride with many new product ideas to add to the booming IT roadmap. New ambitions are set to reach market dominance with winner-takes-it-all bravery.


Everybody seems to be excited....

... to SCALE-UP frustrations

Behind the scenes, the only department that is less excited is Technology. For the last years, they have been under increasing pressure and frustrations to deliver as they did so excitedly during the start-up phase.


The lead technical developer of the early days, who has been promoted to CTO, is increasingly under scrutiny. The rapidly growing IT teams spend more and more time on maintaining the complex inflexible technology rather than delivering crucial new product features on time. Increasing backlogs reveal that the whole machinery has become less agile, less cost-effective, and surely less exciting to work on.


Enter the infamous START to SCALE-UP dilemma. The technology platform that was sufficient to kick off your business initially has become increasingly problematic to serve the next-level business objectives. Problems that drill down to the core fundamentals of the underlying IT platform.

Our Approach

What needs to happen is to bring back the same speed, agility, cost-effectiveness, and excitement as in the start-up days.

This can only be done by reshaping the ever-growing platform into new smaller pieces to allow for new startup alike dynamics. Facing the start-to-scale-up dilemma essentially implies growing bigger by organizing smaller.


As it sounds simple, it is a complex transformation as re-engineering the core platform may never compromise the running money-making platform in uptime and integrity.

The running operations of the platform need to be protected and risk-controlled at all times and costs. This causes many dilemmas between operational stability and the strategic need-for-speed to rebuild and modernize the platform to meet new business demands.

Breaking through the start-to-scale-up dilemma requires a different kind of technology leadership. One that cuts through all the complexities and interdependencies from business strategy to operational running technologies.

Our Solution

Our integral solution challenges and addresses the technology architecture, organization, processes, and culture altogether. Enabling new output-driven productivities in co-development over multiple locations and cloud-driven scalabilities in running operations.

Nowadays, enabling co-development on a one-central platform is crucial to compete on an international e-commerce stage. Our approach addresses the core of the technology center from architecture to organizational breakdown to new ways of working through distributed teams.

Decoupling and scaling up the initial start-up technology landscape into autonomous services and teams will provide essential autonomy and ownership to regain start-up speed in development, agility, and cost-effectiveness.

It will set the pathway for new scale-up levels where lead-time to market of new development and resilient operations can thrive again, serviced by worldwide engineering talent regardless of location or coding technologies


It is time to RE:innovate.

3 lines of text, being the business criteria for re-innovation
3 lines of text, being the platform criteria for re-innovation
An iceberg, representing the technical debt of the platform
3 lines of text, being the software development criteria in favor for re-innovation

Breaking through the start to scale-up dilemma requires
 a new kind of technology leadership.

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