The birth of remarkable products like Dropbox, Twitter, and TikTok has been driven by the principle of focusing on minimal viable products (MVPs). The MVP model revolves around rapidly developing a product prototype that communicates its core value to users at the most fundamental level.

• Once the MVP is crafted, it should be showcased to as many users as possible
• gathering valuable feedback
• and acquiring the necessary insights for further refinement
• Based on the gathered knowledge, the MVP should be iterated upon, creating a cycle of continuous improvement. This approach prioritizes delivering value to users over an excessive number of features or options.

Indeed, this approach significantly reduces the product's risks and allows for the creation of precisely what the product's users are seeking.

In the era of rapid technological advancements and Web3, we place our bets not on off-the-shelf solutions and their support, but on the development of our own employees, who possess the ability to work with flexible, constantly evolving technologies. In our team, there are no "random" individuals. We are all driven by a shared vision and at times, we willingly work 16 hours a day to achieve results.

We believe that nurturing a team of dedicated and passionate professionals empowers us to stay at the forefront of innovation and adapt swiftly to the ever-changing landscape. Our commitment to continuous growth and unwavering determination to succeed set us apart in this dynamic and competitive landscape.

Assessing the labor costs for developing unique software is undeniably a challenging task. Project management introduces the concept of the "Cone of Uncertainty."
For instance, when a client presents a technical specification for creating a marketplace and seeks an estimate of its cost, providing a precise evaluation for such a unique project is exceedingly complex. If the developers have never tackled a similar task before, estimating the effort accurately becomes extremely difficult. A manager may offer an initial estimation, but according to the Cone of Uncertainty, statistical data suggests that the final estimate at the project's completion can deviate from -25% to +150%.

We believe this approach is fundamentally flawed. To prevent clients from overpaying in situations where we cannot provide an exact estimate, we execute evaluations iteratively, step by step, from task to task, from release to release. This ensures clarity and transparency. To achieve this, we must maintain constant and transparent communication with clients, and our productive communication (meetings, correspondence, discussions) is the key to project success.