Welcome to another candid chat with Redwerk’s founder, Konstantin Klyagin. This time, we’re diving into the tech world of Sri Lanka with Gobinthiran Kulendran, the dynamic CEO of huex.
Get ready to delve into Sri Lanka’s tech industry, hear about a unique entrepreneurial journey, and discover how the future of work is shaping up.
He launched his IT business at the age of 19, weathered the turbulence of the initial years by working up to 20 hours a day, and is now securing his first investments for growth. Whether you’re an aspiring entrepreneur, a seasoned business owner, or simply a tech enthusiast, this conversation is for you.
It’s wonderful to meet you!
The pleasure is mine.
I want to give you a bit of background on my project. I make a point to connect with people in the IT sphere whenever I travel, engaging them in discussions about their lifestyles, work experiences, business ventures, and challenges such as finding talent and clients. My goal is to shed light on how these matters play out in less mainstream tech hubs, which tend to be overshadowed by the well-known dynamics of Silicon Valley and Berlin.
That curiosity is what gave rise to this project. As for me, I run a software development agency similar to yours, only slightly larger and older; it’s 17 years old with a team of 70. I also operate a quality assurance agency that’s been in business for seven years. That pretty much sums up what I do.
Currently, I find myself in Colombo, Sri Lanka, eager to delve into your story. Could you share a bit about your background? Did you start as a software engineer or a business person?
Certainly. I’m Gobinthiran Kulendran, 24 years old and currently studying at a local university here in Sri Lanka. I co-founded my company in 2019 alongside two partners. My journey began in March 2007, during the war. I was living in a rebel-controlled area on the northern side of the country. It was there that I first saw a computer, sparking a fascination that would endure.
The war ended in 2009, and we relocated to Monia. After moving, I launched my company in 2019, along with my two friends, right before I entered university.
We initially began as freelancers but eventually evolved our operation into a full-blown business.
Are you a developer yourself?
No, I’m actually a UX (user experience) designer.
Interesting! Now, I’ve just mentioned Ukraine, where war is also a reality. I’m unsure if the situation there will escalate, but I certainly hope it won’t. What was your experience during the war in Sri Lanka?
During the war, when I was 13 years old, we moved a total of 21 times. Online school began during that brutal period, which marked some of the darkest days of my life.
I understand that you are of Tamil ethnicity, correct?
Yes, that’s right.
How are the relations between the Sinhala and Tamil communities in Sri Lanka nowadays?
There is a degree of harmony. Our office, for instance, houses Sinhalese, Tamil, and Muslim workers. It’s a rather peaceful coexistence.
Just to clarify, are all Tamils Muslim?
No, it’s different. The three major ethnic groups here are the Tamils, Sinhalese, and Muslims. Sinhalese and Muslims are distinct groups, but the latter does speak Tamil.
I see. Now, getting back to your professional journey, how did you transition from being a UX designer to starting your own company?
My journey began with freelancing while working at another company to gain industry experience. Over a year and a half, I gradually acquired more projects through my freelance work. This progression led me to establish my freelance operation as a company and work towards scaling it up. Eventually, two more partners joined, and that’s how we got started.
So, you are there partners now? And how is the ownership divided?
Including me, there are three partners. I hold a 65% stake, and the other two own 35%, split evenly between them.
Could you explain the business model of your company? Do you operate as an outsourcing agency?
Yes, we primarily operate as an outsourcing agency and employ three models. The first is a dedicated team model, which is ideal for clients in need of software engineers or other IT-related staff. We currently have 28 employees on standby to meet such demands and can recruit more if needed. Clients pay a monthly fee that covers salaries and administrative costs. Our role is to manage all administration and recruitment tasks.
Our second model operates on an hourly rate basis, well-suited to short-term engagements. Clients pay for the hours spent on a task, tracked via timesheets.
The third model is a fixed cost model, where we estimate the time and cost for a client’s clearly defined scope of work.
So you’re covering all the common business models on the market. What has been your experience with the fixed quotes model? We stopped using it a decade ago due to the difficulty of meeting estimates, especially with uncontrollable variables such as new devices, operating system updates, and browser changes.
That’s exactly what we’ve been experiencing, which is why we’re focusing more on the dedicated team model. Fixed quotes often lead to issues with estimates, and clients, who typically lack technical understanding, frequently change their scopes, creating challenges for us.
Do you specialize in any particular area as a team?
Our area of specialization is quite common but nonetheless significant. We primarily focus on logistics and digital transformation, having worked with several clients to optimize their logistical operations using our software.
Is that in terms of product movement or internal processes?
Mostly internal processes.
Do you have any products of your own?
Yes, we have a co-produced product, called Enormous, in partnership with a German firm. It’s a restaurant operation management system that we’re currently marketing in the German market.
All right. Let’s talk about your first hire. Can you tell me about them?
Certainly. The first person we hired was named Soju. He was from my community college’s IT hub. The goal of our hub was to encourage IT-related activities with the ambition to create a Silicon Valley in Jaffna. Soju joined us as our first full-time employee. Despite the lower salary, he was keen on contributing and helping us out.
Is he still with you?
No. He left after about a year. We faced some financial problems and were unable to pay salaries for six months. He has a family, so I advised him to leave.
Can you share more about those financial problems? What caused them?
Our struggles mainly arose from the difficulty in acquiring clients. We were a young team without much experience. We tried using social media and networking platforms for client acquisition, but it didn’t yield the results we hoped for.
How did you navigate through that situation?
Initially, we didn’t have any salespeople on board. We were trying to handle it all ourselves, but we lacked the necessary experience to devise an effective strategy. Eventually, we developed a strategy and started to see progress.
What roles other than developers do you have on your team?
Our team is composed of engineers, DevOps, user experience designers, business analysts, and a digital marketing team.
Who manages your accounts?
We have outsourced our account management to an external firm. They handle all our internal accounting tasks.
Who manages client relationships in your company?
I primarily handle client relations. We also have a business manager who assists with that.
Do your developers interact directly with the client’s technical team?
Absolutely. We believe in maintaining consistent and frequent interactions with clients, so our developers regularly communicate with our clients.
Over time, have you delegated more tasks to your team?
Definitely. Initially, we were a three-person team, doing everything from sales to development, design, and marketing. As we expanded, we started to delegate tasks and roles. We’ve brought in talent acquisition and content management teams, which has allowed us to focus more on strategic decisions.
Can you describe your company culture? What makes it unique?
Our company operates on a flat structure. Everyone has the liberty to talk to anyone else. We believe in being open and listening to everyone’s input.
Why do you refer to yourselves as a “startup on wheels”?
It’s because when we started, we didn’t have a clear roadmap. We began as a group of enthusiasts, and started experimenting and taking risks. There were times when we didn’t get salaries for six months. It was quite a fragile and risky phase, which is typical of a startup.
Was it a bonding experience to not have salaries for six months?
Indeed, it was a tough period. We had no hierarchy and everyone was treated as equals. We were working day and night, often putting in 20 hours a day.
How do you manage the work-life balance?
In the early stages, maintaining a work-life balance was quite challenging. We were working almost all the time. I was struggling to find a girlfriend (laughs). However, we’ve made improvements over the years. Now we generally work around 8 to 10 hours a day. Also, we managed to secure an investment which allowed us to scale our team and improve our working conditions.
Is finding talent in Sri Lanka, particularly in Colombo, easier?
It’s challenging. Unlike India, our population is smaller – around 20 to 22 million people. This makes the talent pool relatively small. Furthermore, we have limited education institutes focused on our industry. The government’s investment in this area is also low. Additionally, many startups and foreign companies are setting up operations in Sri Lanka, which creates a highly competitive market for talent.
So, it’s hard to get talented engineers?
Yes, it’s quite difficult to find the right talent.
How long does it usually take for you to find a developer here? If you were to extend your team with new hires, what’s the typical timeline to bring someone on board?
On average, it takes us about one to two months to find and hire a suitable candidate.
Do you have dedicated staff for recruitment?
Yes, we have a talent acquisition team handling the recruitment process.
Once you’ve hired someone, you’re going to keep them, right? So, how is keeping your staff working for you?
Well, that’s one reason we have this luxurious fifth year, instead of taking money from our investment, we invest it in our employees. We recently had our annual get-together where we love giving gifts. We brought in laptops and keep the motivation high all the time. We have internal TikToks, weekly internal meetings, and other team-building activities. Plus, it’s quite possible that the best thing we give is a percentage of ownership to our employees.
And how does this work? If I’m a new developer in the company and want some shares, is there a clear plan for how I’m getting them?
Yes, everyone, from interns to early stage teammates, can get shares. For example, a mobile lead could get shares, but they have to stay with us for about three to five years.
And what happens if they quit?
If you leave before that period, you forfeit your shares. But if you stay for five years and earn 0.5% of company shares, you can keep them after you leave. It makes everyone feel like they own a part of the company.
Okay. Are these shares in the company legally protected? Is all the paperwork in place?
Yes, we have a legal entity called a private limited company. We have agreements signed by lawyers. It’s all very regulated.
So, what’s the average salary for software developers in Colombo, Sri Lanka?
The salaries vary, product companies tend to offer higher salaries. But as a service company, we can’t offer as much. But let’s say our senior software engineer, they earn ₹150,000 to ₹250,000 which is about $750 to $1,250. It can reach $2,000 for senior engineers.
And what’s the staff turnover in your company? I mean, despite all of those efforts that you put in place to keep your people, some leave.
Our staff turnover rate is about 20%.
That’s quite impressive. Now, let’s shift our focus to delivery. How do you ensure quality? What’s your approach to quality assurance at both the code and functional level?
We have quality assurance engineers. After each stage of delivery, at every phase of the process, we allow them to inspect the output and ensure that we are meeting our expected quality standards. Once that’s confirmed, we deliver it to the client. We respect this process in every project, each with its own set of sprints.
Typically, in a two-week sprint, we allocate around three to four days for quality assurance tests.
That covers the functional quality assurance. But how about the code level? How do you ensure the quality of the code is maintained? That it’s following the common pattern, easy to read, and is maintainable?
Each of our teams is led by experienced individuals. So, for instance, if there are junior-level engineers, there is a team leader to guide them. A typical team consists of four or five members including one backend developer, one quality assurance engineer, and one tech lead. The tech lead has extensive experience and provides guidance to the junior developers.
The tech leads will check each line of code before it gets pushed to our repositories and eventually to the client.
So the tech leads essentially work as quality filters for the code from junior developers.
Can you describe your greatest achievement as a company or as an entrepreneur?
Within one year, we were able to reach 100,000 USD in revenue. That was a big achievement for us.
Can you tell me about your tech stack?
In terms of technology, we have a diverse tech stack. We use Flutter and React for frontend. For Android, we have Kotlin, and for iOS, we use Swift. As for our backend technology, we mostly utilize Firebase, Laravel, and Node.js. When it comes to databases, we mainly use MongoDB. Then for deployment, we typically go with native solutions.
So you’re one of those MEAN stack and MERN stack companies. By the way, these technologies are quite popular here in Sri Lanka. I spoke with another company owner yesterday, and they are purely a Node.js shop.
Now, let’s switch gears a bit – what has been your favorite project so far?
We worked with a company called Endo Energy. It’s a logistics product as they supply biodiesel to Europe from Indonesia, so they have a lot of reserves, bowsers, and so on. Demand for biodiesel from their factories out there. They were using only mobile phones and WhatsApp to communicate and organize those assets. They were going to use about more than $100 million per year.
And then they were losing half a million dollars every month, due to inefficiencies in communication. To scale it to this size, they, in five years, couldn’t put their system in place. So we analyzed the problem, we fixed their problems, we built the MVP, and gave it for them to use.
But did it stay on the level of MVP or did it develop further?
They have started developing it further. We delivered it about two months back. They started using it for their internal processes, so we can start adding more features.
Where are most of your customers from?
Most of our customers are from North America, especially Canada, but we also have customers from Europe.
How do you get customers?
We have a very strong alumni network. We use social networks like LinkedIn and Facebook as communication tools. We also rely on word-of-mouth referrals and participate in local tech events. I’ve even traveled to countries like Germany to meet potential clients.
So, people come here to scout for companies to basically use for their ideas and projects?
Yes, we have multiple projects. We conduct hackathons, invite investors, and host accelerator programs and incubators. So, investors, experts, and business owners come to us, or we go and meet them.
And you mentioned using networks and social media like Facebook, what exactly are you doing to attract customers there?
We have a strong portfolio and company profile which we consistently update. We also have a presence on different platforms where we reach out to people who might need our services.
How does working with different cultures feel like, say, when you’re working with Canadian businesses or U.S. businesses or European businesses?
Working across time zones is challenging, especially with the significant time differences between us and the U.S or Europe. Also, cultural differences like language barriers, for example with German clients who primarily speak Dutch, can be tough. But we adapt and find solutions to these issues.
Cultural differences can pose challenges. For instance, working with Indian businesses, there’s an issue of them always saying yes to everything and failing to meet deadlines. How do you manage this?
It’s similar to Sri Lankan culture. We’re not very particular about time which can be a problem. To combat this, we have project managers to ensure deliverables are on time.
Who are the most challenging customers to work with, in your experience?
For me, it’s primarily customers in Canada because of the significant time difference. They typically start messaging us at night, which sometimes requires us to stay up to meet their needs.
Let’s say you have a fixed-code project. How do you evaluate and manage it to ensure you’re on the safe side in terms of cost estimation and budgeting?
Firstly, we rely on detailed documentation. The initial step is defining the scope of work, which involves breaking down the project into smaller, manageable tasks. For example, if we’re working on a login base, we separate it into individual components like forms, usernames, and passwords.
We then ask each team member to estimate the time they’d need to complete their specific tasks, and multiply their time estimates by their hourly rates to get an overall cost for each task.
Do they give a single estimate for the hours required, or are there multiple estimates?
It varies, often based on the seniority of the resource involved in each phase.
So there’s an inbuilt hourly rate differentiation, but when you assess a smaller task – a result of your project breakdown – do you also provide a single hourly estimate? Let’s say it’s 10 hours for this form, and 10 hours for the next?
It’s not quite like that. We usually provide a range, like 10 to 12 hours.
Okay, so there’s always a range. And to be on the safe side, do you quote the customer the highest price within that range? And, while we’re on the topic of pricing, could you tell me the average hourly rates in Sri Lanka?
Yes, the rates range around $10/hour. We usually charge between $14 to $16 based on the requirements and outcomes.
That seems quite affordable compared to European rates. Now considering you’re running the company without investor backing, how do you handle sales and marketing?
I handle the sales and marketing aspects of the company.
That seems quite affordable compared to European rates. Now considering you’re running the company without investor backing, how do you handle sales and marketing?
I handle the sales and marketing aspects of the company.
Can you elaborate on the types of marketing activities you undertake? For instance, do you use social media marketing, search engine optimization, or regularly publish blog articles?
Yes, we use various channels. We have portfolios online and LinkedIn pages where we consistently post updates. We publish articles and participate in Q&A sessions. Our developers also contribute to communities like StackOverflow. Overall, we try to ensure our company has a broad outreach across all available platforms.
How effective has this strategy been in terms of generating leads?
We typically get about 20 to 30 leads per month.
That’s a great result considering the limited budget. I know from experience that investing in marketing like sponsored post listings can be costly. Have you done much paid promotion for your own company?
Not much, we mostly use organic strategies. How do you approach marketing?
We’ve had to pay for promotions through our website and other platforms to improve our rankings. We also purchase backlinks, which comes with its own costs. We work with other sites to place sponsored and promotional content as well.
If you don’t mind me asking, what are the typical pricing ranges from Ukrainian companies?
On average, I believe the rates are around $30, but some charge as much as $40 to $50.
Our rates are on the higher end, ranging from $70-80 to $100. We focus on selling less but at a higher price so we can concentrate on quality. This way, I can hire the best people and personally invest time to ensure we’re delivering the best results.
Some people prefer to sell more for less, but managing too many things can be challenging. I prefer working with a smaller team and having a bigger margin.
It makes sense. We’re currently charging lower rates compared to European companies. While we can attract customers with this approach, our goal is to specialize in a particular technology and industry. We want to be known for our expertise in a specific area.
I agree. The cost of living in your region probably allows you to work for less, but it’s important not to be known just as the cheapest option but the best. I believe trust and experience should be the factors that attract clients.
What do you think is a good profit margin in the service business in Sri Lanka?
A profit margin of at least 30% is ideal. However, with fixed cost models, we often end up using most of the revenue which isn’t the best situation.
My advice is to move away from those clients as soon as possible. Let others, like Indian companies, take them on. Otherwise, you’ll end up dealing with scope creep and it becomes unprofitable — you may even have to pay out of your own pocket.
The leads are coming up, and they inquire about 10-dollar developers, but we don’t have 10-dollar developers, so they leave. So right now we’re basically surviving, and we scale the team very little by little, and then we can go ask for large projects. That’s our current strategy.
We’ve even set up a German company to approach certain clients. We’re targeting the German market for now. So, to approach a company of a certain level, we need specific resources. It’s like a bus driver-passenger problem. This is why we’ve taken on the fixed cost model.
We want to get a cost estimate at least so we can run a project, and scale it up little by little. Then we can start approaching enterprise-level companies and get them on board.
That’s a good plan. That’s a good plan. I lived in Germany for 15 years, so I know working with German companies can be tricky. It’s hard to get them as customers initially. They usually work with you only if they’ve known you for ten years. Is that still the case? How do you get German customers to trust you?
In Germany, we have German representatives. It’s tough to get projects without personal connections, so we have people who build those relationships. Some prospects have already agreed to work with us and support our funding.
We have built a strong network in Germany. One positive aspect with German customers is that once they trust you, they tend to remain loyal for the long term.
I have mixed feelings about it. We had a client who disputed our invoice because they thought we took too long to implement a feature. This customer isn’t technically knowledgeable, so they don’t understand the work that goes on behind the scenes. So, I decided to pass the matter to a lawyer.
It was quite stressful, but I moved my team to other, bigger projects in the U.S. The rates are higher, and there’s less stress. I don’t know why it happened that way, but that was my experience with a German client.
I understand. That’s why we’re also focusing on getting clients from the U.S. We want to balance our client portfolio.
That’s a good strategy. And you mentioned investments. Did your company get any investments?
We sold some shares of our company for fundraising. We’ll repay in three years with interest. We participated in an accelerator program, and after that, we met a person who wanted to create job opportunities for struggling individuals.
Did they get any equity in your company?
No, it was purely a loan with no interest. They just wanted to help us.
That’s very generous. Who is this person?
His name is Radge. He’s of Sri Lankan origin. They have a foundation called the Sandy Foundation.
I know that managing a bench can be a problem for agencies. Do you often have people sitting on the bench?
Not really. Most of our senior-level staff are busy. Our interns sometimes don’t have work, but we have a strategy. We train people and take them as full-time employees for the long term.
How do you keep them busy when they’re on the bench? What kind of tasks do you give them?
We give them practice tasks. For example, we ask a designer to work on our portfolio. It helps the company get more customers.
That’s smart. In my QA company, when someone is not working on customer projects, we give them a task to find a popular app, test it for bugs, and post the bug report on our website. Then we approach those companies and offer our services.
That’s a clever strategy.
However, it’s not always easy to get everyone in the company to adopt these internal processes. They don’t understand why they need to work on it if it’s not for a customer. Also, it’s challenging to grow a product within a service business.
Do you keep all of your staff in Ukraine, or do you also have staff in other countries?
Currently, all our staff are from Ukraine. Some work abroad, but most are located in our offices in Kyiv and Zaporizhya, or they’re in other big cities like Odessa and Lviv. Since COVID-19 started, we’ve transitioned to remote work.
Has the war situation in Ukraine affected your business?
Yes and no, my customers have varied responses. Some are pushy, asking us to move our people out. However, they overlook the fact that if our employees’ kids are going to school, they’ll need to find new schools. If their spouses are working, they would need to search for new jobs. It’s not like moving people in the army.
Our employees can’t be relocated easily. It requires planning and effort. It’s important to note that we don’t hire single digital nomads because they tend not to be loyal employees. Most of our staff members are deeply rooted where they are, making it difficult for them to move. Essentially, it would disrupt their lives, and they’re unlikely to do it without a compelling reason.
Are you finding that with existing customers they’re sticking with you, but new leads are dropping off?
With new leads, we’re seeing mixed results. Some express concern and some drop off, while others are keen to work with us. Currently, we’re not taking on many new customers as we’re focusing on our existing ones. Some of our current customers have been making these kinds of demands.
To handle this, I proposed a concept of “workation” to my key customers. I asked them if they would contribute to support our employees moving for a month. However, our business model is not designed for such a move for the entire team. I’ve had a few customers who agreed to contribute. Together with my own investment, we could manage this. However, many of our employees are not keen to leave, even though some would consider it.
I proposed that we find some accommodation on the Mediterranean coast in Turkey for a month. Regardless of the situation, it would be a good team bonding experience. We can work as normal, but then enjoy the beach and have dinner together. As for the war situation, the news I’ve been reading daily is just too crazy to believe.
I understand. A lot of companies outsource to Ukraine, much like they do to India. So, when the war situation arose, I wondered what would happen. I had thought that companies might pull out.
It would depend on the scale of the conflict. If it’s a full-scale war, many people will leave, and we would need to find another place for them to live and work. If it’s only a localized conflict in the east of the country, we would experience some stress, but largely remain the same.
Regarding countries at war, it’s crazy how many companies in Sri Lanka were founded in 2010, just one year after the war ended. I’ve been comparing this to past conflicts like the Sri Lankan civil war and the Cambodian conflict under Pol Pot. The Sri Lankan conflict was slow, and lacked the dramatic milestones seen in other wars, but I’m sure it was just as terrible on the ground.
Yes, it was slow, and there was no Facebook at the time to bring attention to it.
That’s a big difference compared to now. Also, the delay in industry development in Sri Lanka has left the country behind others, but it’s fascinating to see how things have evolved since the end of your civil war.
How is doing business in Sri Lanka? Is it easy to incorporate, operate, pay taxes, and deal with the government?
Absolutely. Sri Lanka is quite welcoming to businesses. You can set up a company in one or two days. For IT companies, there are almost no taxes – practically zero.
That’s quite impressive.
On top of that, the government has extended tax relief throughout the country.
For five years, maybe three more to come, we don’t pay any tax. We still have to file taxes, but we don’t have to pay.
What about non-IT companies? What’s their tax rate?
I believe it’s around 14%.
Is that the corporate tax rate?
Yes, and we don’t pay taxes on salaries.
So, it’s zero-based?
Officially, yes. But it has led to some problems. The country doesn’t have a stable tax base.
I see. I recently heard that the country’s reserves are down to about $1 million.
It’s actually less than 1 billion.
$1 million would be a significant amount for a small country like Sri Lanka, wouldn’t it?
No, it’s not nearly enough. Our GDP is around $72 billion and dwindling. There’s a fuel shortage due to lack of funds to pay for imports.
This might explain the disparity between the official and unofficial exchange rates.
Indeed. But as a company, we’re not allowed to utilize the unofficial exchange rates.
So, you’re losing a considerable amount when converting dollars to Sri Lankan rupees?
Yes, we lose about 20-25%.
What if you were incorporated abroad, say in Germany, and kept your earnings in euros?
That would be beneficial.
Or you could even incorporate in Estonia like my business.
I’ve read about that.
Do you have a company in Estonia?
I’m actually in the process of setting one up. Estonia has nearly everything online, which is convenient.
Absolutely. Estonia has zero corporate tax, though they do tax dividends. Overall, it’s quite easy and cost-effective, especially compared to Germany.
I understand. But it’s challenging for us to get visas. If you have a company there, it becomes easier.
That’s correct. With a company, acquiring a visa becomes more manageable.
I submitted over one and a half kilos of documents just to secure a 40-day visa.
That’s quite cumbersome.
Indeed, but with the visa, I can travel to various countries including Ukraine.
Although Ukraine isn’t in the European Union.
That’s right, there are 27 countries in the EU.
Yes, and while Ukraine is close to the EU, it isn’t a member. Most countries can travel visa-free to Ukraine. I’m not sure about Sri Lanka though.
I believe there are restrictions for us.
That can depend on your passport.
Yes, that must be it.
There might be regulations allowing entry to Ukraine with a Schengen visa for certain Asian countries. I would need to verify this.
That’s what some do. They travel to Europe and then move on from there. But it’s a problem because the passport validity period is too short.
How extensively have you traveled?
I’ve been to Germany, France, and Belgium. I also visited the Maldives since they’re just a short flight away.
Many people in Sri Lanka have never left the island.
Well, it is an island.
Yes, it certainly is. As for entrepreneurship, I started my company at 23. You, on the other hand, started at 19, which is quite impressive. What advice would you give to aspiring entrepreneurs?
In Sri Lanka, it’s difficult to gain university admission. When most people start university, they’re already 21. I’d encourage young people to explore entrepreneurship. There are plenty of opportunities in sectors like tourism and exports. You can take more risks when you’re younger, and it’s a perfect time for experimentation.
So, starting early is better. I completely agree. It was delightful talking to you and learning about the business landscape in Sri Lanka. And you’re always welcome in Ukraine.
Thank you for the invitation and the enlightening conversation.
Stand with Ukraine
This conversation with Gobinthiran took place just before russia’s full-scale invasion of Ukraine, making the warm invitation to visit our beautiful country temporarily impossible. But there’s good news amidst the turmoil. The Redwerk team is safe, strong, and even expanding, showing that progress can’t be halted, even by the most severe adversities.
The Ukrainian IT sector has proven its mettle, demonstrating remarkable resilience in the face of challenge. With a spirit that refuses to be quelled, it continues to be a pillar of our economy, pushing the boundaries of innovation and technology.
Even as we adapt to these extraordinary circumstances, we remain committed to our clients in North America, Europe, Australia, and New Zealand. Our dedication to providing quality services remains unshaken, and our desire to contribute to your business growth is as strong as ever.
So, even though Gobinthiran’s visit to Ukraine must wait, your company’s progress doesn’t have to. Reach out to us at Redwerk. We are here, ready to stand with you, work with you, and grow with you.