The only thing harder than developing the perfect solution is fixing bandaid solutions left behind by other consulting firms. Our client, a pharmaceutical company with offices in Europe and Asia, needed to develop new products while supporting their existing ones. They had implemented offshoring models from three different external service providers—all had failed. Fortunately, an independent IT consultant was able to recommend the firm that would answer their production problems—United Perfectum.

Project Implementation

United Perfectum quickly sent over a small team comprised on three developers and two QA personnel to work with the firm’s existing team. They were assigned to maintain a large-scale submission management system. This system had a significant existing code base, distributed enterprise architecture, and complex critical domain. To take over the project, United Perfectum had to engage their best technical, analytical, and managerial staff—experienced professionals with a strong grasp of the essentials of the project.

The problem was, since the client had never worked with decentralized teams, their accounts and documentation were incomplete, at best—the newly formed team had to work with what was available and fix the documentation system.

Our strike team was shoveling all available sources of information—customer’s key staff, user documentation, old and new requirements—and putting together a knowledge base that we used to bring the rest of the team up to speed.

Boris Tyomkin, United Perfectum CEO.

While the team strived to meet its first assignments, it also needed to fix interaction processes within the client company. They fixed company documentation practices and provided various process solutions. The team worked hand in hand with the client to determine the procedures that would work best with the offshore model—what was missing, which changes were required, and what needed to be deprecated.

To form effective solutions, United Perfectum sent over senior technical specialists to conduct a sharing of specific business knowledge and technological expertise. “The solid background we accumulated in the relevant domain, our level of technical expertise, proper management of client expectations, and our capacity to fulfill commitments created the conditions for success,” Boris concluded.

Through teamwork and determination, the team was able to identify most of the internal issues and create standard processes that sped up the standard development life cycle (SDLC) of the client.


United Perfectum has always prioritized client satisfaction, so apart from the standard software engineering and quality assurance services, they also provided business analysis, project management, and first-line customer support services. From a small team with only three developers, the project grew to involve over a hundred engineers, testers, business analysts, and scrum masters. Today, because of the successful, tailor-made solution, the client was able to grow and gain a close of successful acquisitions.