RediSolve was founded in 1986 and has been in technology deliveries ever since. We are 100% debt free and are a profit generating company. We have a grown up child – parent relationship with a global business conglomerate with diversified business interests including in technology.

We are run by professionals with interests and experience in technology and technology services only. We work in a peer-to-peer culture with groups that come together to achieve customer objectives. Hierarchies and corporate rules are minimal and are created to deliver business results alone.

We work hard and play life hard.

Neither. We collaborate with our customers and work as extended teams. We pay little heed to pure location driven factors. We look for combinations that deliver the best for our customers - partners. We do not outsource work we deliver solutions. We are 'Ready to Solve'.

A typical RediSolve customer is looking for a long-term partner who will worry about technology, engineering, and process management, so that the customer can channel their resources on core business strengths. We have different service lines mapped to different customers. On process management services: we work well with online businesses, knowledge intensive domains and in combinations of business process and software engineering. We like to improvise and innovate and come up with custom service offerings. On software engineering, we work well with product owners, in web applications and in the creation of dedicated global development centers.

• Buying boxed solutions is on its way out. Either in Software Engineering or in Process Management a room full of operators do not deliver in the long term. It is known that any team can deliver bottom line metrics. But for our customer to be on the competitive edge mere feasibility will not do. We put in custom programs and unique compilations.
• Intra sourcing - Collaboration on internal business processes is one thing. Collaboration on customer care or lead activation is a different ball game. Knowledge Process Management (KPM ) is another dimension. We have worked well on customer care (service response management) and on KPO. Having covered the tougher part of the slice our metrics are two notches above the typical offer on other processes. And, we can make process initiatives more competitive by getting into analytics (minus people - process overheads) and continuous value adds.
• On the software engineering side: Understanding requirements, project management and engineering fundamentals, and the ability to deliver on requirements make us work. We believe that 95% customer retention is not coincidence. Instead we identify ingredients that worked and catalyze.

We are a tier 1 company if you look at the top and bottom line impact. We match or exceed tier 1 in terms of delivery qualities. We save 30 to 40% in terms of cost in a global delivery model of any of the above mentioned service providers.

We are not large if you are looking for a sprawling campus and thousands in the work force. We are not public listed yet and have plans to get there in the medium term. Our financial fundamentals have always been stronger and, our corporate governance cleaner than, most, if not 90% of the public listed service providers.

Our positioning is to be:

1. Medium enterprise in scale
2. Best of the breed in quality and delivery impact
3. The best in seamless collaboration
4. Truth economy and realistic in pricing
5. Transparent in our approach from get go

We believe that your perception of risk should be based on delivery capability and not on delivery branding and PR:

1. Verifying significant steps with pilots
2. Embedded risk sharing in our pricing models
3. Linking payments to performance

Quantified and benchmarked, or risk mitigation is 1.55x better.

SE & IT > Software Engineering & Information Technology services
BPSM > Business process solutions & Management
AVIPS > Audio, Video, Imaging, Personalization services

Time Quality Value Factor is the essential DNA of our delivery models. We verify ourselves and quantify our efforts in terms of the time – saved for the customer, quality produced – as per customer definition and value – the top and bottom line impact produced for our customers in tangible – verifiable terms.

If you are risk averse, you have found the right partner to start with. We get you started with near zero risk. We start a pilot on a token sign-in and if the delivery is not in line with the mutually agreed definition, you get your money back. If you were never sure about the delivery models, get the best, global hybrid and the best starting point is a well-defined pilot. The chances are that your competition has already taken their IT strategy global. A start is never too late. The greatest of journeys start with a single step, a pilot.

Geographic proximity driven outsourcing relationships tend to emphasis a lot on the proximity. The result often is additional iterations, non-productive comfort factors, and archaic delivery practices. For example, why write a document when I can run through the design in person. In a few weeks, memory fades or personnel change leaving the project on a cliffhanger. The global model does mandate process maturity.

A few seasons ago, we asked ourselves and answered the question: should the customer ask us a question and get the answer in quick responses or, should the information be readily available all the time. The secret ingredient that makes for the best response is a transparent work approach where information is available and need not be asked for.

We are a dial away to a local West Coast or East Coast number. We have equipped ourselves with all the toys for collaborative work. What technology has brought in, we explore to the best benefit of our customers. We can even have an extension in your office land at the global center.

Meeting up in a few days? To answer the question, yes, we are always geared up and rise to the occasion.

But the true essence of collaboration is not waiting up till contingencies arrive. Our transparent work models are designed to avoid this exact situation – and they have been time tested. It is our responsibility to empower you to invest your time in your critical success factors. If we are delivering, what we promised then you should not be looking for us.

To begin with RediSolve lays a strong foundation for globalization of your IS strategy with a thorough understanding of your needs, beyond the project - task. It is hybrid with the essential offsite component, and an efficiently integrated global component. For mission critical projects there can be focused onsite tasks. We prove the critical success factors both technical and on project management before we get to full-scale production. We write out user acceptance in your language with your inputs and requirements. We understand that adherence to standards is only part of the quality outlook.

We advocate the usage of metrics on three dimensions: project, quality, and code. Our development models are transparent and ClearView. You log in and review progress of your project, check out the technical and project management aspects - anytime you would like, during the project life cycle. In addition, you choose the communication models - have a program manager report to you, talk to the technical lead or both. Please ask for our globally mature hybrid engineering services delivery whitepaper.

Quality on Quantity. Our delivery effectiveness is measured as quality of work on defined quantities of work. If we delivered 1000 units of work at 96.5% of quality per customer’s definition – in effect we have delivered 965 units of work.ou and by design do not duplicate expertise or re-invent any learning curves.

ClearView is an implementation of transparency in global software development models. The objective is to keep you informed at each stage of the development, and ensure that all project stakeholders are in complete sync. ClearView in addition ensures that there are no communication gaps in the typically fast-paced rapid application development cycles. In addition, we break the barriers of communication and time zone with online availability of information - all the time. ClearView is updated daily or thrice a week a depending on the activity volume and project nature. Combined with multi tier online communication, central source code storage, online traceability matrix and automated testing, ClearView presents a potent collaborative development platform for the next generation in global IT.

Our model is devoid of overheads: in terms of people, ostentation, or hierarchies. We believe that our transparency in costing helps our customer understand that the pricing advantage is more than arbitrage. When working with a customer we are open about breaking down each line item. We ensure that the customer gets the requirements and for example, we do not load up juicy servers where a simple client would serve the purpose.

1. We invite our customers to visit our proximity centers and our global delivery centers. Customers' project managers can be embedded with our team and walk through each aspect of delivery.
2. We are open to secure VPN tunnels and, we implement project management systems for delivery transparency. In case of project management, performance analytics are made available online through either homegrown tools or, industry specific tools. In case of software engineering, we deploy version control systems, project management systems, and bug trackers on the internet for authenticated access.
3. We promulgate UML based design exchange and derive low level design document using our home grown improvised techniques. Your Project Director can read a simple UML document, while the same diagram will be basis for extensive low-level design for the developer. This is transparency in software engineering.
4. Irrespective of the size of the project, we mark out test cases as a sign off milestone. This is transparency in the definition of quality. This is our method of ensuring that quality is defined by the customer.
5. In process management, we ensure performance metrics are directly linked to bottom line benefits for the customer.

1. We define performance metrics after the pilot thread.
2. We link pricing and payment to performance (we work on base + incentive pay structures)
3. If we deliver less we get paid less.

Q1 2003. The real cost of failure for us was the effort invested in the project to the tune of 8 – 10 person months. For the customer we prevented monetary loss but could not avoid loss of time and change of release schedules. We did turn around with agility and delivered the results.
Lessons learned:

1. Write specifications in a method that the customer can understand and, make sure that the sign is not a mere ritual – without this we were probably running a race without a clear finish.
2. Insist on a pilot even if the customer does not want it

What are typical failure areas in global hybrid? How do you risk mitigate these with your delivery models?

Pitfalls

Risk mitigation

Lack of clearly defined specifications Lack of transparency in effort estimation leading to partial buy-in Hurdles in communicating design, or time consuming iterative cycles Past the design the customer is encountered with a black box phase, does not know what to expect Leading to delivery shock and contingency situations Project artifacts are project sake and may not make sense to the customer

Write specifications in a language that the customer end core team understands, ensure that sign offs are not a ritual and there is collective buy in Transparent effort estimation validated with proof of concepts, the whys are answered Evolved methods to communicate design, saves time for leads at the customer end Routine interactions, updates, reviews through the delivery cycles sets clear expectations Periodic shipments and interaction avoids delivery shock and allows time for improvements Quality Assurance artifacts are defined per customer not for process sake

In RediSolve Global Hybrid, the traceability matrix is an online thread that combs together the anchor artifacts in the software development life cycle. The objective is to enable easy identification of the project evolution from initial requirement specifications through development, testing, and post shipment. Also, the matrix sheds light on any gaps in the development life cycle - which are essential origins of some complex issues.

Metrics by definition are an abstraction of voluminous project information for project decision-making. Depending on the scale of the project and identified critical success factors the portfolio of metrics is chosen. Why metrics? What cannot be measured cannot be managed.

Yes and no. No because each process has its unique ingredients and demands respect. Yes, because processes can be knowledge transferred. At RediSolve we work on a small set of processes and we bring our years of experience in engineering to the customer's benefit. We do a good job learning up. We evaluate the results of our learning for the customer and for our own edification. We believe it is possible to bring together a team with clear process efficiencies and deliver an advantage beyond price arbitrage. We have proven track record that we have the ingredients.

We can collaboratively fund rapid growth on any proven initiative (validated both ends with a proof of concept). We can ramp up in terms of infrastructure and resources in 2, 4, 6 weeks to 50 – 75 team sizes. This in spite of the fact that we do not have a bench cost line item on any of our projects. Our ramp up ability, at this level, is the same as the best in the business (without compromising on quality).

We are not large if you are looking for a sprawling campus and thousands in the work force.

Recently we ramped up an 8-member team to 40 for our process management customer to tidy up a busy season. We completed this in 2-phases in 10 day and 15 day cycles. We are not public listed yet and have plans to get there in the medium term. Our financial fundamentals have always been stronger and, our corporate governance cleaner than, most, if not 90% of the public listed service providers.

Our learning curves comprise two segments:

1. Knowledge Acquisition - when a core team learns processes and documents them into a knowledge base and
2. Knowledge Transfer - when the core team uses the knowledge base to scale up the process. The core team works on the pilot and gets a handle of the performance metrics.

We commit to rapid scale up at the end of this phase - when we have delivered on the pilot thread and when we have a knowledge base. Long-term sustenance comes from business fundamentals. Different business seasons have taught us to keep our ears to the ground, get the worm's eye view and more importantly to walk on ground. We translate all these to working closely with the customer. We work well with customers when a virtual team clicks in. And, we leave no stone unturned to get the virtual team synergies.

We have a 4,8,20 & 40GB DAT tapes and high-speed SCSI based DVD writer for periodical backups and archrivals. On the security front, we have a Watchguard, Wingate Proxy, Cisco and Zyxel Firewall and IP Chains.

No. For two reasons:

1. We choose the Quality Assurance Life Cycle for the project with customer inputs to achieve results expected by the customer. Customer defines quality. There is no quality for process sake or adherence sake.
2. Bunch of our project tools including the traceability matrix and ClearView are already built in and templatized. What is the critical success factor in a project? Understanding Requirements. As an extension of that core focus we have, carefully planned sign off milestones, prototype verifications, traceability, and user acceptance testing. We pay attention to creating artifacts in line with customer's IT culture. For example, would you like UML over use cases or, would you like the user manual written first?

1. We request you to list your business pain areas
2. We present enhanced value propositions
3. We invite you for a session on interactive consulting
4. We extract a pilot thread
5. We define performance metrics
6. We work on the costing transparently
7. We link pricing to performance
8. Get started, fine tune performance

We collaborate and do not outsource in the conventional sense of the word. We do not intend re-inventing the wheel (at your expense that too) on anything that is your area of expertise. We build expertise in complementing areas where you would like some immediate augmentation.

We estimate that 25 – 35% of an IT build is domain specific and relates to an area of your expertise. Our space is the balance 65 – 75%, augmentation in this zone allows you to focus and deliver better on your core strengths.

We evolve to work with you and by design do not duplicate expertise or re-invent any learning curves.

A good pilot:

• Has a clear definition of results to be produced
• Addresses a business pain area for the customer
• Is a representative sample of business requirements and RediSolve’s delivery
• Can be delivered in a short span of time to enable progress and planning

We would expect to work with you and create a clear and tangible pilot definition, so that results can be measured without ambiguity. We would expect a long-term commitment basis success of the pilot phase. We would request an initial sign in – token payment as a demonstration of customer side commitment. We will work in knowledge transfer efficiencies such that your time is not locked in, in pilot initiation.

2 members. The number is not driven by any of our rules, but calculated based on your business requirement.