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How To Choose The Right Technology For Your Business.

Technology is a key driver of success and provides a solution to many of the challenges faced by businesses today, but how do you choose what the right technology is?

It can certainly be tricky. New technologies are emerging at a whirlwind pace and customers are demanding more than ever. In an age of digital disruption, you can feel overwhelmed just by the sheer number of technology options to choose from.

Looking around at what competitors are doing and chucking the ‘latest technology’ at a problem can be all too tempting, and then what about developing in-house vs outsourcing, upgrading existing systems vs a complete overhaul, off-the-shelf or a full custom development? 

How do you navigate this myriad of questions to decide what the right solution is? We’ll go into far greater detail on each of these points at a later date, but here are some high-level considerations for evaluating the right tech solutions.

Identify The Real Problem

Einstein famously said, “If I had an hour to solve a problem I’d spend 55 minutes thinking about the problem and five minutes thinking about solutions.”

Although at odds with the ‘don’t come to me with a problem, come to me with a solution’ mindset, not every problem has an easy solution and it makes it infinitely more difficult if you don’t understand what you’re trying to solve.

We say ‘real problem’ because it can be easy to jump to conclusions and quickly point to visible symptoms rather than the root cause. Developing an effective solution by  addressing symptoms is very difficult and often leads to a band-aid like solution that temporarily masks a problem or even makes it worse.

The old dad joke pops to mind where a patient walks into the office and points to everywhere on their body that hurts. “You’ve got a broken finger,” the doctor replies. 

A number of frameworks and methodologies are out there to help you make that key differentiation. There’s Root Cause Analysis, or the more rudimentary ‘5 Whys’ encourages you to ask “why?” like an inquisitive child until you peel back the problem to its core.

Design sprints, developed by Jake Knapp of Google Ventures, are our preferred method and allow you to break down complex problems and rapidly spin up validated solutions. You can read more about that here.

Link Potential Solutions To Your Strategic Plan

Technology and strategy are largely inseparable. It may sound obvious but any technology has to align with your organisations’ overall strategic goals to have any long-value. 

Start by analysing and more importantly prioritising what you want to achieve as an organisation. These goals will of course differ from business to business but could include increasing marketing share, reducing operational costs or increasing customer engagement.

Using the latter as an example, tech priorities for a B2C could include developing a mobile experience, integrating a live chat function to a platform or better leveraging data for a more tailored experience. Each of these technology pursuits feed the overall goal of increasing customer engagement.

Any investments you make in technology must fit your business and not the other way around.

Set Your Success Criteria

What does success look like and, taking that one step further, how can it be measured? 

Much of this thinking will be covered in a product roadmap, but again can be beneficial to consider on a higher level. Developing success criteria allows you to work backwards when evaluating solutions: you know where you want to be and then assess which technology is going to get you there.

Using KPIs (or our preferred method of OKRs) adds a quantifiable element to remove any questions of “so what?” and help with stakeholder buy-in. Pitching a “customer service platform” has only a fraction of the clout as pitching a “customer service platform that reduces costs by $2 million per annum”.

Once the project is complete, well-defined criteria will allow you to objectively measure the success of your technology decision. 

Will You Need A Technology Provider… Or Partner?

Whether you’re a start-up, scale up or enterprise organisation you are likely to reach a point when you’ll need a reliable technical partner with relevant expertise to keep up with evolving tech and customer needs.

It’s a topic we’ve spoken about before and one we will again in far greater detail, but again, it depends entirely on your situation: do you have some of the capabilities in house, do you require advice on the best technology solution, how much do you want to be involved in the process?

Again, all these factors depend on the project itself. When we discussed the problems we found with the agency model, the conversation largely boiled down to do you need a technology provider or a technology partner?

If you know what capabilities your solution requires and are happy to hand off a scope and take a backseat then a reputable provider may be what you need. If you need somebody to help guide, implement and scale your technology choices then a partner could be more suitable.

At Digital Village, we build teams of specialists from the network with the capabilities you need to either augment existing teams or take full ownership of the product and involve you and your customers every step of the way.

It all depends on your requirements and your expectations, both in terms of outcomes and the delivery process.

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The Problem With Agencies

What you’re about to read may step on a few toes. But before you proceed with hastened intent of scoffing, “well that’s not us”, we’re not saying it is.

We’ve been on both sides of the looking glass: working within agencies and working with disgruntled clients of agencies to get their project back on track. We’re not saying all agencies are bad, to the contrary, some are very good, but there are some overarching characteristics of the agency model that continue to cause problems for some clients.

As an organisation you have identified an opportunity. You don’t have the capabilities in-house to capitalise and recruiting, particularly in the current market, is unfeasible. You have a budget, a time frame and the search begins to find the right solution provider you drastically need to propel your business to where it needs to be.

Deciding to engage an agency is simple, but finding the right one is hard, right? Well, there’s certainly an element of truth to that but is an agency really what you need at all? From a business standpoint, you need to consider the type of engagement you want and the expectations you have around delivery of your product.

Here are some things to consider before handing over the reins to ensure you don’t end up out of pocket and no closer to finding a solution to your problem.

What capabilities do you actually need?

Specialisation by all conventional measures is a good thing. It allows businesses to carve out a niche in a crowded market and position themselves as true experts in a field. Particularly in technology, the trend of hyperspecialisation is set to continue due to the emergence of new and complex technologies.

Agencies will typically rely on a few core talents; they may offer other capabilities but understandably prefer projects that fall under their remit. As a client, you need a certain level of clarity on the capabilities you need. Approaching the ‘wrong’ agency may lead to solutions being based on their speciality rather than your needs as a client.

It’s not necessarily the fault of an agency as you’ve presented them with a problem and they will suggest a solution based on the capabilities they possess. It becomes more dubious when an attitude of ‘we’ll build you what we know rather than what you need…’ rears its ugly head.

Can you scale (at speed)?

The specialisation and frenetic nature of the agency model can make scaling tricky. In the digital-driven age, clients’ needs are evolving as quickly as technology itself. In order to rapidly test, design and build new ideas as you scale may require engaging multiple agencies so you have all the additional capabilities you need when you need them.

Aside from the specialisation issue, agencies are renowned as faced-paced machines, constantly running at the rev-limiter and often in danger of blowing a head gasket. Trust us, we’ve all participated in these high octane races. Plates are constantly spinning and finite time is allocated between seemingly infinite accounts.

Adding additional fire power to your project when it’s needed most can be a resource management nightmare, so you have to be tactical about what your project will need and when.

What’s actually going on?

Now this is the big one we hear time and time again from agency-scorned clients. Once a scope has been agreed the product rapidly falls into a vacuous chasm from which nothing can escape. The curtain falls, the agency elves take the product and build it their way.

Clients can often be left scratching their heads wondering, “where is my money actually going?”, “who is actually working on my product?”. “Have I been charged top agency rates just for my product to be handed off to a developer with mothers’ milk still on their face?” Unfortunately the lack of transparency means you won’t know until the grand reveal.

Weeks or months may pass with limited contact, all leading to the moment when the curtain drops. Drum roll please… Tah dah. Far too often our clients have been handed a product that isn’t quite what they wanted. And worst of all, who’s fault is it? The product was built on the agreed scope.

Perhaps the question you need to ask is…

Do you need a technology provider or a partner?

And this is really the crux of the matter.

In the most simplistic terms, you may have approached a provider asking, “can you build an app?”

“Yes”

But perhaps the question you should have asked is, “do we need an app?”

It’s not necessarily the agency’s “fault”. You agreed on a scope and you’ll most likely get what you asked for (whether it’s what you needed or not). It ultimately comes down to whether you need a provider of a solution, and that’s fine, or a technology partner that will  be more invested in your business and help define and implement the most beneficial technology choices as you go.

Digital Village was ultimately born through a dissatisfaction with the agency model. As a network of specialists, we are technologically agnostic and build teams of people around what your business specifically needs, which on some occasions may not be what you thought you needed.

It also comes down to the level of involvement you as a business or individual want in the process. We have a firm belief in adopting a customer-centric approach to building technology solutions – bringing both the client and end-users into our 20DAYS build process to ensure the product being built creates real value.

Our metrics for success are deeply rooted in our client’s success, but that’s just us.

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Digital Transformation Insights Organisational Change Uncategorized

Why You Should Be Thinking About Network Automation.

Networks have always been a critical part of any IT infrastructure, but despite increasing demand and complexity, network operations have not changed dramatically in the last twenty years.

Becoming an early adopter of innovative practices can be a gamble, even more so when an organisation is reliant on a technology to work. If network connectivity is down, everything is down regardless of how many redundant servers, databases and applications organisations might have.

Network solutions have evolved with the rise of SD-WAN, SDN and Cloud Networking, but a conserative ‘if it’s not broken, don’t fix it” approach has stifled innovation with regards to network operations. Network Engineers are still manually connecting via SSH to network devices to perform configuration and troubleshooting tasks.

The networking world has tentatively sought validation from other industries to accept and adopt automation. DevOps demonstrating predictable outcomes over the last few years, coupled with demands from users, applications and businesses has forced the industry to rethink both practices and attitudes.

What Is Network Automation?

Often appearing under the moniker of NetOps or NetDevOps, Network Automation is the process of automating the operations of physical and virtual devices within a network. NetOps has taken inspiration from DevOps but focuses on transforming network operations within an organisation. Although both drive efficiency, speed up internal processes and improve agility, whereas DevOps often adopts a risk tasking, iterative approach, NetOps prioritises uptime and minimises risk.

What Are The Benefits?

The benefits of more stable, scalable and resilient networks have teased the industry from eering on the side of caution. Alongside being a huge technological advantage, network automation has allowed organisations to achieve crucial business goals.

Increasing Operational Efficiency: Automated provisioning allows organisations to accelerate service delivery to customers from weeks to just hours. Automated change management shrinks maintenance windows from hours to minutes, minimising downtime and business impact.

Cost Reduction: Replacing lengthy, repetitives (and often error prone) taks with automation greatly reduces man-hours and cuts costs dramatically. Replacing manual tasks with predictable, repeatable network changes will increase productivity and create simpler management tasks.

Staff Retention: IT professionals, like most, do not like to be inundated with boring repetitive and monotonous tasks. Alleviating such tasks allows professionals to perform more fulfilling tasks that lead to drive business growth and personal development.

Compliance & Risk Management: Financial institutions and other industry-regulated organisations very often rely on security audit reports from the distant past. Automated security audits ensure that network device configuration is compliant with best practices and industry standards at all times.

Why Now Is The Right Time To Automate?

Network Automation has been mooted as a method of delivering more efficient services at a reduced cost, while freeing up IT teams to innovate. But what validation factors have led to the practices being adopted considering years of hesitancy?

Maturity Of DevOps: As discussed earlier, NetDevOps looked to validation from DevOps which has become a mature approach in organisations across the world. It has proved to be hugely valuable and transformed systems provision and orchestration in the deployments of all scales, giving the endorsement to transfer the concept into the network world.

Proliferation Of Tools: Six to seven years ago, organisations would have faced the daunting challenge of developing tools from scratch. There is now a great variety of open source tools available – Python libraries (Paramiko, Nornir, Batfish), automation platform Ansible, CI/CD tool Jenkins and many more. Spinning up a first automated use case now requires far less investment.

Network Vendors & Producers: Predicting this coming trend, vendors and producers introduced best-practice automation guidelines for their hardware and software. Many of the latest network devices and platforms deliver rich API interfaces to provide specialists with unparalleled flexibility to automate.

Knowledge Sharing: Becoming accustomed to NetDevOps has become easier thanks to the amount of information, courses, blog articles and guides available online. A greater number of resources also allows Network professionals to remain familiar with the latest technologies, trends and tools.

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Episode 7: Decentralised Internet and Cyberbullying

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Digital Transformation Insights Organisational Change Uncategorized

7 Mistakes People Make When Facilitating a Workshop

To say we’re not a fan of meetings would be a mild understatement… People scrambling in late, half the people in the room not knowing why they are there and the ones that do wish they weren’t. Sound familiar?  We’ve been long-standing proponents of canning meetings altogether and replacing them with workshops.

To gain maximum value from a workshop, however, you’ll need a great facilitator. These arbiters of truth oversee proceedings to ensure the right people are in the room to have conversations that solve actual problems. 

 It can be a tricky business, but here are the top seven simple mistakes I’ve seen facilitators make and that you should avoid!

Workshop-7-tips-expert
Pretending to be an expert on the topic.

1) Pretending to be an expert on the topic.

The clue is in the title: ‘facilitator’. Unless you are an expert in the particular field or industry, don’t pretend to be!

Your job is to facilitate or guide the real experts in the room through the discovery process to generate conversations and ideas. Faking knowledge can ultimately reduce the trust people have in you and even lead outcomes in the wrong direction.

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Letting people in the room run the session.

2) Letting people in the room run the session.

Too often I’ve seen facilitators lose control of the class, so to speak. Remember, you are there to guide the session to achieve the best possible outcomes for the participants. Upfront communication is key to make sure everybody knows why they are there. Make sure agendas, purpose statements and expected outcomes are shared before any session.

*If the conversation starts to wander, use a creative “car park” to capture ideas that can be discussed later.

Workshop-7-tips-process
Not sticking to the plan.

3) Not sticking to the plan.

There are so many different processes/ styles to facilitate a workshop and I’m not going to pretend to know them all. Whichever you choose, trust the process to get the outcome everybody wants. Don’t be tempted to chop and change on the fly otherwise the session can become confusing and ultimately less constructive. If it’s clear something has to change, take a break and reassess.

*I facilitate a lot of workshops and they can often feel like they’re not on the right track (particularly at the start), but each time I’ve trusted the process and there have been some incredible outcomes.

Workshop-7-tips-timer
Forgetting to keep time.

4) Forgetting to keep time.

Facilitation 101. Make sure you track the time for every step of the conversation. If you don’t, discussions will drag and before you know it your workshop has descended into another fruitless ‘meeting’. The imaginatively named Time Timer (https://www.timetimer.com/) is one of the best apps for timekeeping. 

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Illegible or tiny handwriting

5) Illegible or tiny handwriting.

How will people understand what’s going on if they can’t read your notes? Exactly. ALWAYS WRITE IN CAPITAL LETTERS ON POST-IT NOTES SO EVERYONE CAN SEE. Ideas will be flowing like fine wine so it’s important people can quickly refer back to notes. “What does that say?” is an awful waste of time. Once you become more experienced, you’ll quickly become more efficient at capturing what someone has said in just a few words.

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Lacking communication &/or preparation.

6) Lacking communication &/or preparation.

People should arrive energised and excited for a workshop. I love to share a short two-minute video with project summaries prior to the day so people know exactly what the purpose of the workshop is and what to expect. Arrive early on the day, set up tables, pens, paper, water… You’re the facilitator, everything should be in order so when people arrive the magic can begin.

Workshop 7 tips decision maker
Not inviting key decision-makers.

7) Not inviting key decision-makers.

The purpose of workshops is to get **** done! Decisions will often need to be made on the spot before pursuing certain ideas, particularly with design sprints. The last thing you want is for an idea to go all the way through to prototyping before a senior team member shoots the idea down. It’s a quick way to waste a week. ‘Decision-makers’ may be short of time, so just make sure they’re present for core decision touchpoints for a thumbs or down. If it’s down, you can quickly pivot. Pivot!

So there you have it, 7 simple mistakes to avoid when facilitating a workshop. If you enjoyed this, you might also find our 10 Tips To Workshoppin’ Like A Pro helpful.

For any further questions, or if you’d like me to facilitate one of your workshops, don’t hesitate to get in touch.


Book a free session today to explore how we can help you achieve better outcomes.

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That DV Show – March 2021

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Insights Teams Uncategorized

“Hiring good developers is just like sexing chickens”

A memorable – if not a little disturbing – simile once used by an industry legend during his seminar.

Sensing the discomfort of the crowd, he frowned & bellowed, “Well, you know what I mean, right?” Not a clue, but you certainly have my attention… “It’s like being able to tell the gender of a baby chicken just by looking at it.”

Apparently it’s a subtle art (in the loosest sense of the word) developed with many years of experience, one you can attain to determine chicken gender, or, more usefully in our line of work, developer quality.

I don’t know about you, but I certainly don’t know anyone that has the ten thousand hours required to master that skill.

Anyway, we’d prefer to hire whole coops, sorry, teams of developers for a number of reasons.

  1. The developers already work together so have a quicker startup time.
  2. Cross-functional teams will be able to fulfil all the roles required for project delivery – UX, development, QA, DevOps & so on.
  3. They usually have a project project manager, scrum master or coach who’ll take responsibility for helping the team organise their efforts, report on progress & deliver the project.

Hiring teams is a completely different proposition to a single developer – we can’t make them all do whiteboard interviews. Here are some of the things we look for & ask at Digital Village when hiring great development teams.

Show us what you’ve done (please)

Stand & deliver. We’re technology agnostic & focus on the best processes for delivering reliable value in. In short, we spend less time looking at tech teams work & more looking at the projects they’ve completed.

Are the projects ‘significant’ & did they challenge the team’s ability? ‘Significant’ is of course subjective, but we’re looking for teams with strong capability & ambition.

Are the projects accompanied by glowing testimonials? Unfortunately self-assessment can be a little, let’s say, biased from time to time.

Now let’s talk about it

A curated brochure of past products is nice, but we aren’t window shopping here. We need to dig into things a little (lot) more. A good ol’ fashioned interview with some representatives from the team is a perfect way to find out:

  1. What challenges the team faced while building one of their showcased projects & how they resolved them.
  2. What they enjoyed about the project. Seriously, we’re all supposed to enjoy this or what’s the point?!
  3. Which projects they’re most proud of & why (forgetting pride is of course a Sin).

Abiding by the old proverb, “it’s not what you say, it’s how you say it,” & without dabbling in amateur psychoanalysis, there’s a lot more you can take away from the interview.

Are they excited to talk about the projects? Do their eyes light up when explaining technical triumphs. Perhaps an eye-roll when describing the challenge of containing scope with an ambitious client?

Honestly, the last thing we want to see is ambivalence. We want to see anything to show a deep engagement with all the challenges (technical & otherwise) that arise during a complex project.

If they pass both stages with flying colours, hire them & give them everything they want.

Ok, just kidding. I’d feel very hesitant to hire a team purely on this basis. So, I hear you ask, what are the key questions Digital Village asks before engaging with development teams..?

How do they know they’re building (whatever it may be) correctly?

A simple yet serious question. How do they know what they’re building works as it should? It’s an opportunity to understand their practices, processes & also attitude towards producing quality software.

The answer, of course, should involve a seven letter word that causes more headaches than most: ‘testing’. But what kind of testing? QA staff are great & will pick out errors like a sniper, but automated developer tests are also important.

The bravest programmer you’ll meet (& the one you want to meet) is running a gauntlet of unit, feature & integration tests. “Does my change break anything?”, is just an automated test run away.

Adopting such methods allow teams to stride quickly & ambitiously because the safety net of automated testing is always waiting to catch them after a misstep.

How do they know they’re building the right thing?

At least this one’s simple… “it’s what the client asked for”. Get out.

Every project is a big investment for a client, so how can we be sure the investment is going to pay off?

At Digital Village we have a huge range of clients: start-up to enterprise, tech wizards to non-tech founders. With each client, we assume full responsibility for helping them understand if the proposed project is going to make their business more successful.

If not, we can steer them in a better direction even if it means having difficult (but always positive) conversations. Clients come to us looking for guidance & it’s fundamental to our service that we find the right solution.

So our question for any team is, “how will the client know if what they’ve asked for is what they really need?”

If they reply, “the client agreed to the specification, if the code meets the spec then they’re getting what they want,” they’re not the kind of team we personally like to work with.

I’d love to hear how the team proactively validates work delivered to a client, their strategies for eliciting feedback & how they manage that moment when a client says, “wait a minute, this isn’t going to work”.

So, where is everyone?

Long gone are the days of expectation & necessity for singular locations. We’ve worked with all kinds of teams: onshore, offshore & a hybrid of both. So far, we’ve found each model brings its own benefits & challenges.

If a team has offshore members, great! Some of our current teams that contain offshore members produce incredible results at a fantastic price-point.

Traditionally, communication is seen as a potential pitfall for offshore teams, but our success is due to amazing team leads who are responsible for communicating with project stakeholders locally & team members offshore… a conduit, if you like.

So let’s hear about who is responsible for communicating the client’s needs to the team & relays the team’s questions, concerns & suggestions.

What’s the silent killer of projects?

To be clear, I’ve never asked anyone, “what’s the silent killer of projects?”. One, because it’s over dramatic, & two, there are always symptoms.

I would love to know, however, what the team thinks is most likely to derail a project. Although answers will vary, if this were a game of Family Feud I’d expect “communication problems” to be a top answer.

As Bernard Shaw, a man that revolutionised comedic drama, said, “The single biggest problem in communication is the illusion that it has taken place”.

So what are their individual thoughts regarding communication? How could they be sure a client has understood them (& vice versa)? Perhaps most importantly, will they be willing to take on the commitment to communication that Digital Village does?

Dev teams are often missing one vital piece of the puzzle. The client. Now we aren’t expecting 40hrs a week, but we always try to bring clients & users into the project team. Invite clients to join meetings & the same communication channels as the rest of the team.

The last word(s)

So, a case study & an interview. We’re hardly rattling the established pillars of HR & recruitment with this one, are we? But what it all boils down to is can we answer the following questions with a reasonable degree of certainty:

  1. Is the team proficient enough to produce technically sound work?
  2. Do they care enough about their client to provide them with results that make them more successful & do it in a way that makes the client feel empowered during the process?

I’d be happy to work with anyone who can do that.

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Creating CRED.(ible) Change.

Creating & maintaining change, on both a personal level or a larger scale, is hard. CRED. aims to educate & enable individuals to take small daily actions to create sustained change & be part of the larger collective good. DV transformed the CRED. app to allow individuals to create, record & measure their own personal transformation.

Watch the full interview with CEO & Founder Ronan Mac Domhnaill.

Founder & CEO, Ronan Mac Domhnaill, wanted to create a scalable tech team & unlock expertise to expand the reach & functionality of CRED.. Hiring a team of 10 professionals, however, is obviously expensive & largely unattainable for companies within their formative years. They had explored off-shoring during the early days of the company but admit struggling to find a value-aligned tech partner.

“We had done everything from writing requirement analysis documents to clickable prototypes, a database scheme and architecture but still not getting the feeling that they understood what we were trying to do,” Ronan explains. “I believe the biggest challenge is trying to find someone you really trust, that you know takes the time to understand what you’re trying to do & is not just looking for a short-term benefit.”

The difficult conversations are always the most important…

The initial intention was to add additional functionality to an existing app built on hybrid mobile development tool FuseTools. During an initial analysis, the existing app was found to have issues regarding scalability & further development. CRED.’s DV Producer Jithesh suggested that replicating the functionality with a new design for a native application would be beneficial for the long-term goals of the business.

He spoke very openly & candidly about what he believed our business needed & where we were at from a digital perspective,” says Ronan. “…[it] was very difficult to hear because he made some suggestions that were going to require reinvestment. As someone that had invested a number of times in the technology it was not what I wanted to hear, but he did it in such a way that I listened to him & we built trust right away.”

Having agreed to the proposed roadmap, Ronan & Cred. began their first 20 day sprint. 20 days, fixed costs & fixed outcomes.

Module 1 // Rebuild: The first 20 days was used to rebuild the app with a new UI and the same functionality in native Android & iOS. Rebuilding the app with zero documentation for the existing system was a challenge, but was completed by the development team within the first module.

Module 2 // Additional Functionality: Users were able to record feelings at any point of time, record the target values for each of their actions and self-registration of users through a web link.

Module 3 // Additional Functionality: Weekly progress summary graphs & statistics were added & users were allowed to personalise their actions rather than be assigned them by the program administrator.

“Sometimes you work with digital partners & they promise the sun & the moon & the stars. You have the big reveal & it doesn’t turn out to be what you expected it to be. I knew I was de-risking my business.”

CRED.’s challenge accepted in the US…

CRED. recently completed a 30-day mental health & well-being challenge with 30 students across four different colleges in the United States with overwhelmingly positive results. An independent evaluation commissioned by their US partner revealed 85% of participants were either likely or extremely likely to continue actions after the 30-day trial.

The challenge aimed to provide students with a platform to navigate a time of uncertainty & build new, sustainable habits through three areas: Focus, Move & Connect.

Focus: Individuals were encouraged to become more conscious of their ability to focus at points throughout the day & record their energy levels.

Move: During times of stress, exercise & self care is one of the first things sacrificed. Users were encouraged to exercise or ‘move’ 30 minutes a day & record their activity.

Connect: Supporting others is key to living a better life. Users connected to others outside the programme to ‘check in’ & see how they’re doing.

Armed with their revamped app & valuable insights, Ronan & CRED. are going from strength to strength & looking forward to the next round of sales. Customers & potential partners alike are now expressing interest in working alongside CRED. to create sustainable change.

“I really believe in what Digital Village stands for & the change they’re trying to create in the world. I believe in the value they create for the people that work for them & for their clients.”
“It was a one-stop shop for me, so Jithesth would manage his team & the DV team so it took a level of stress away from me & it actually led me to sleep better at night.”
Jithesh
Producer and CTO
Visit Cred.

https://cred.global/

Solution

Native iOS using Swift and Native Android using Kotlin

API

.NET and database MSSQL

Design

Design sprint to Agile delivery

Hosting

Self hosted set-up

Key Features

Social, education