Good Contents Are Everywhere, But Here, We Deliver The Best of The Best.Please Hold on!
+01 (414) 230 - 5550
Business, Dariusz Wylon

At Selleo, we pride ourselves on our ability to help businesses become more efficient. Through our web and software solutions, we’ve worked with dozens of clients to create digital dashboards, SaaS platforms, and more that meet the needs of the companies we work with. Throughout it all, we’ve maintained an extremely high standard not only for the quality of our work, but for the quality of our relationships. Recently, our clients have been letting us know what they thought of our efforts with Clutch.


Clutch is a ratings and reviews platform that performs in-depth research on development, design, and marketing agencies around the world. So far, Clutch has examined more than 7,000 companies, providing business buyers with the information they need to choose the right partner for their goals. Although Clutch’s research methodology involves over a dozen factors, it heavily relies on client reviews to represent the performance of a company on their site.

Selleo joined Clutch’s research in May of this year, and, since then, seven of our clients have taken a moment to share their perspectives with the Clutch team. We’re proud of our 4.9-star (out of 5) score average from these reviews, but we’re even more excited about some of the highlights from our clients’ reviews:


I’ve been quite impressed with Selleo’s work — they built a beautiful product with outstanding code. From what I’ve been hearing, the app has received a lot of accolades from the industry during conference demos. Selleo takes care of any issues along the way. They are constantly striving to use the latest technology, and the designers followed good standards.


I was very impressed with the quality of the frontend work they did, their professionalism, and their organization. They’re a good-sized company with 43 developers. They’ve had a lot of training and don’t move too fast in integrating. They provide outreach programs to the local high schools to try to foster new talent and spread their knowledge, which I feel is sensible and admirable.”


Selleo has certainly contributed to our recognition as a market leader by customers and strategic partners. They’ve done this by showing up to retrospective meetings and offering constructive feedback on the process, the design, and the development. As someone who has worked in global software development for a number of years, this is a rare occurrence. Most agencies tend to focus on what they’re being asked to do without offering constructive feedback. Selleo treats this project as if it was their own business, offering great feedback on an almost weekly basis.


We’ve always taken pride in the quality of our work and the success it has brought to our clients, but it’s great to hear that our clients take pride in it, too. As we continue our collaboration with Clutch, we’re excited to see what our future clients have to say.


You can find the full extent of Clutch’s research and the full text of our reviews on Clutch’s website.


Business, Dariusz Wylon

Some people say that recruiting and hiring the right candidates takes time, energy and patience. In my opinion hiring process can be a great positive experience both for the candidates as well as for the company. And you should remember that you never get a second chance to make a first impression.

It’s especially important in the IT industry where HR departments are doing their best to gather as many CVs as they can. Some departments are so focused on the quantity of new applications that they don’t care about a possible negative effect on the productivity and relationship as the new people will join the team. How many colleagues do you know today who are suffering from the consequences of poor hiring decisions?

Creating awesome posters, websites, messages is really good but the problem is, that behind this top-notch copywriting and design there is the same old fashioned boring job interview.

During those mostly one-on-one conversations and probably some professionally looking assessment, it’s really hard to find a good match for the team. Some candidates seem charming and competent, some of them are really poor, but in most cases their interview is not related with their true performance and ability to work in a work environment. Having all of this in mind I took some of my colleagues and designed the most innovative recruitment process in Poland (yes we get an HR Dream Team Award 2015 for this). Now I would like to share with you … 4 steps TEAM model for HR3.0 process. Following those steps you can change your regular job interview into an engaging process which allows candidates to feel the organizational culture, embrace team productivity and experience self-organization or any other value important for your team.


Target change — Step 1

Forget about the typical job interview approach and all the things you’ve been using till today. No more dumb questions about strengths, weaknesses, opportunities, plans for the next 5 years and similar interview killers. No more personality assessments and questionnaires. Use your creativity, break the HRoutine chains and design a process which will be an unforgettable experience for all the candidates. Look for a positive change that can be your differentiator on the recruitment market. The hiring patterns you establish today will determine the kind of culture, service standards, and reputation you will have tomorrow.


Empower people — Step 2

It is probably the strangest part of hiring process in most companies. All the decisions about hiring are made by the people who actually won’t work with those candidates in the future. Involve people who are supposed to work with newbies and allow them to select the ones they want. Let them decide on both soft-skills as well as the technical ones. They are more skilled to evaluate the qualities and personality of the new co-worker than you or anyone from the HR department. Check together if there is a match between the candidates and peers and are they able to reach the desired output in the future.


Appreciate personality — Step 3

Hire for attitude and train for skill. Design a process focused on the ability and aptitude to learn new things. Personality really matters and in some cases it’s far more important than technical skills. If one is an open-minded and fast learner such person can easily master new technologies or skills. Being able to communicate with the rest of the group and having self-organization approach seems to be more important and harder to learn.


Make the difference — Step 4

Apply your brilliant idea instead of what you have now. Design a process which really helps the team to reach its goals, not the goals of the HR department. Think about creating something which can simulate the real work environment and will be a source of joy and positive attitude. Design a process to get the specific attitudes you want to verify skills and values needed. Spread happiness and empowerment across your company. Manage candidate experience and create solid brand within the potential candidates.

The Selleo Way

All the steps in our recruitment process based on the TEAM model were described by my colleague Szymon in this articleFor me, the most innovative and important parts are “Organizational culture, communication and self-organization workshop” based on Management 3.0 concepts and three fully paid pair-programming days scheduled during normal working hours with the actual teammate on real project tasks.
Being focused on personality and believing that team working skills are as important as the technical ones we see our recruitment process as the extension of our approach to managing company and deal with our community of engaged co-workers on a daily basis.


Business, Dariusz Wylon

Software companies providing outsourcing services usually prefer time-and-materials pricing model rather than fixed-price one. With the use of time-and-materials, the project time is approximately estimated, but the final cost and date are not defined, clients have the possibility to add changes on the go and payment depends on the hours spent (hourly rate). With the fixed-price engagement, clients cannot make the changes during the development process (unless the contract is amended) and the project scope, deadlines and final price are set at the beginning of the collaboration. At first glance, this (fixed-price) could be tempting as it sounds like a promise of delivering what you need with the time frame and costs of your choice. So what are the key reasons showing that time-and-materials model is most beneficial for both a client and a service provider?


Competitive advantage with user-centric approach and market sensitivity in mind


With the ability to change initial requirements and improve features throughout the development process, you gain the flexibility to follow market trends or switching customers needs. You can quickly adjust your ideas to the current business environment, and influence the scope, features and delivery plans to gain successful project and high-level technology-implementation quality. Unlike the fixed-price model, hourly rate approach ensures business-level control on your project. You can, for example, decide, based on your current situation, if you prefer tweaking the scope and adding some extra nice-to-have features or spend additional time on code quality.


Involvement in the process and ability to stop the line


You are the one who sets the backlog priorities, software developers follow your business-value track, and after the project kick-off, you are benefiting from the synergy between your domain knowledge and the technological expertise of a development team.With this kind of engagement, the project can evolve, as you are using the skills and experience, the company gathered while working with previous clients within same technology, industry or business domain. Short feedback loops, allows you to stop the line and change the direction of the project to end up with the best outcome at a given time. There’s no need for contract renegotiation or several meetings to estimate new specifications.


Business risk reduction and control of costs


As the fixed-price contract scope no restricts you, it can be pretty sure that the outcome will fully correspond your expectations. You possess the total control over both deliverables and the budget. Instead of developing the complete project you can decide to focus on the MVP first and then check if some changes in the requirements are needed. Developers can code with quality in mind, and you are charged only for the actual work and time spend on your project. You can track the progress and decide which way to go from your business and financial perspective. If you think some features are to cost or time-consuming, you can always change it or remove from the backlog. Moreover, in contrary to fixed-price engagement, you can decide to terminate the agreement if you are not satisfied with the code quality, skills or communication.


Fixed-price use-case scenario


Fixed-price contracts make sense when the outcome of the collaboration process is a small software project with precise requirements, set specifications and defined timelines.

If, at the beginning of the partnership you are sure that

– you won’t change the scope of the project (there will be no need for additional features, functionalities, device or browser compatibility),

– your project is deliberately short and easy to implement,

– you are convinced about the outcome of the process,

– the business environment you are providing the solution for is stable, and there will be no need to enhance the project in future,

– you can compromise on code quality,

– your clients’ needs are evident, and you’ve conducted some research with the target audience to confirm them,

you should discuss the fixed-price pricing model.




Agile methodologies require time-and-materials pricing model. The client’s ability to be involved in the development process, prioritize backlog and adjust to the end-users’ needs with evolving requirements are, in most cases, the key to the market success of a service or a product. And as a result of such partnership, you will, from the very beginning, receive a working software solution which, after a few iterations, become a well tested and 100% functional system. You are the owner both of the code and the process and can decide what is most important right now and which way you would like to go to reach your business goals.


Business, Dariusz Wylon

My presentation from Agile in the City conference showing how we used the agile approach to create a self-organising company. Starting with Management 3.0 tools and techniques and coaching people how to be self-organised and self-managed, we created a company without managers which is now based on the circles and roles as seen in Holacracy or Sociocracy 3.0.

Our approach is designed around the ‘6 Es of self-organisation’:

  • enable everyone to improve the system
  • engage people and their interactions
  • encourage a knowledge sharing culture
  • employ for attitude not for skill
  • empower people to create the system
  • ensure happiness at work

Business, Dariusz Wylon

As I mentioned last time, here are some key concepts for applying change in organizations, based on the “How to change the world.”

At first you have to know your organization and be aware of the fact that, as a complex adaptive system, it will not only adapt to what you do but also requires you to adapt to its responds. The practical solution proposed by the book author to inspect and adapt to a system is a PDCA model popularized by W. E. Deming as a quality management tool for continuous improvement.

You should dance with a system in this ongoing cycle of planning direction and setting goals, making small steps with implementing ideas, searching for response by measuring feedback and evaluating success by analyzing the results.

Tool: Four-step PDCA change improvement process

Plan — Identifying the change and setting goals

What is your goal? Where is it going well?


Do — introducing and implementing solutions

What are the crucial steps? When and where do you start?


Check — measuring feedback and effectiveness

How do you get feedback? How do you measure results?


Act — analyzing results and improving accordingly

How do you accelerate results?

Next, if you understood your system well you should now mind the people. Being a crucial part of any organization people are different and it’s extremely important to recognize their individual needs and mind barriers to deal with them effectively. The help offered by the book comes with ADKAR model popularized by Jeff Hiatt. This goal-oriented approach to change offers a set of activities which facilitate keeping in mind people aspect through organizational transition. With it’s five dimensions it provides strong ability to judge the level of change “readiness” among the employees at each phase of the change process. It points that successful change in the people mindsets requires making sure that they are not only aware of the plan but also have a kind of desire for change. You also have to equip them with the necessary knowledge and ability for this. And when the change process seems to be finished it’s important to reinforce it to keep the change in place.

Tool: ADKAR Change Competency Mode

A Awareness of the need for change

How will you communicate? How will you set an example?


D Desire to support and participate in the change

How do you make it urgent? How do you make it desirable?


K Knowledge of how to change

Who will be teaching? How will you teach them?


A Ability to launch required skills and behaviors

What makes it easy? How can they practice?


R Reinforcement to sustain the change

What are the short-term wins? What makes it sustainable?


Finally, as an organization can be thought as a complex system which constitutes of several interdependent social networks where behaviours can spread like viruses. You can allow for the expansion of gossips about the change or make sure that you are reaching out different kinds of people in the network with the proper messages and approaches. To attain this goals one can implement a very simple and powerful solution which is based on the theory called the Diffusion of Innovations which can be used to explain how, why, and at what rate new concepts spread through organizations. With the innovation adoption curve people within the organization can be categorized into initiators, innovators, early adopters, early majority, late majority and laggards accordingly to the way they perceive the change.


Business, Dariusz Wylon

In the dynamic business environment companies are adjusting their management model or business processes to gain competitive advantage, suite best their clients, reach company’s goals or just adapt working environment to the employees needs. And all these reasons are about introducing, adopting and sustaining some kind of change. So there’s no secret that also agile organizations are in the need of change. A change can be challenging, sudden, painful or it can be welcomed and planned. We want to be more agile or maybe some of us realized that apart from our wishful thinking that we are the followers of Agile Manifesto we’ve honestly used it just to software development but not to the entire process of running a company. As we’ve implemented agile techniques to speed up development time and reduce risks involved while on the other hand became more responsive to customers needs we have to stop for a while and answer one simple question.


Are we able to apply agility to the change management process?

If you are looking for some tips how to spark a change that engages people hearts as well as minds I would highly recommend you an amazing book by Jurgen AppeloHow to change the world. On the 60 pages you will find a kind of framework to implement an organizational change in a way that everyone’s talents and creativity can be sparkled.


Jurgen’s Change Management 3.0 process is a mixture of well-known tools (he calls it the Mojito Method) which he combines with the four aspects of change management. With his guide you are not alone and if you just know your goal, team and organization you can get through the step by step process and make people more agile, better educated, more cooperative and more willing to adopt the change.

In the next article I will discuss some key insights from this book.


Business, Szymon Kieloch



It is quite common for companies to use a very similar recruitment process. It is similar to such an extent that some companies even use the same questions while interacting with their applicants. The candidates can get fairly well prepared for interviews by reviewing stock questions to be found on the web. There seems to be room for improvement in the field.




In Selleo, we value certain personal characteristics and behaviours more than others. Selleo is a software development house, which means co-workers need to have both good collaboration skills and solid technical expertise. We need to establish whether the candidate has got both kinds of skills. We developed and implemented a fairly unique multi-stage recruitment process to identify the people who are a good fit for our context.




The process varies depending on the candidate’s level of expertise – we have a process for recruits with little experience as well as a different approach for those with more skills to show. The former can be staged into the following steps:

  • programming exercises to solve at home
  • a culture & communication workshop
  • a three-week online course in Ruby or JavaScript
  • pair programming sessions in our offices

For more experienced people, we have modified the process:


  • programming exercises to solve at home
  • a culture & communication workshop
  • pair programming sessions in our offices


After each step the candidate receives feedback which they can use to improve in weaker areas.



In the first step the candidate receives a few exercises to solve in Ruby, JavaScript or a language of their choice. We value clean and readable code which is easy to extend. Having completed the exercises the candidate receives constructive feedback and – if we are satisfied with the output – we invite the person to take part in a culture and communication workshop.



The workshops are designed to check candidates for their collaboration skills and cultural fit. We need people who a fit our culture. The cultural fit is very important for us as it is one of the key ingredients of how things get done here in Selleo. The workshop is usually attended by five selleo co-workers and three candidates. This should ensure that we are in a position to assess the recruits quite thoroughly. During the session, all the participants solve a number of challenging exercises together. We assume a recruitment experience may be stressful for some people, and attempt to make it as comfortable as possible to ensure people behave naturally. The exercises themselves were designed with a view to reducing stress and improving interactions. One of them, for instance, consists in collaboratively building small objects from Lego. Candidates taking part in the workshop can vary in their technical expertise as there are no technical tasks involved in this stage of the process.



If a candidate is new to Ruby or Javascript, it is necessary to see how fast a candidate can learn in a limited period of time. The technologies we use are changing rapidly, so we strive to engage and favour fast learners. After finishing the course, the candidate is invited to visit our offices and take part in pair-programming sessions to assess their progress.



During pair-programming sessions with less experienced applicants, at least two lead developers attempt to establish if the candidate mastered the materials and if they are able to solve problems related to the latter. After the session, we provide the candidate with constructive feedback on the solutions they developed. When the candidate performs up to our expectations they are ready to start collaboration within one of the Selleo teams.



When the candidate is more experienced, we invite them to join us to work on a real project for a period of at least 2 days. We do not need to introduce the whole project but rather limit ourselves to introducing the context for a given task to be performed. We try to understand the candidate’s approach to the problem, i.e. how he tackles down specific problems and challenges during the task implementation. When the task is completed, the candidate receives feedback on their performance and we decide if they are good enough to join the team.



Our recruitment process may seem to be a bit complex and time-consuming, yet it is of vital importance for ensuring there is a solid match between the candidate and the existing team. It does help to ensure mutual satisfaction further down the road of collaboration. Feel free to join us for thenext recruitment workshop.



In 2015 Selleo was awarded HR Dream Team 2015 in Candidate Experience Management Innowacja i niestandardowe podejście do procesu.


Business, Dariusz Wylon, Szymon Kieloch

In a hypercompetitive business environment people development must become a core competency for all companies that strive to achieve the highest levels of performance. To build a long-term value of the organization senior developers need to commit to investing their time and resources to help individual develop appropriate skills and knowledge. Experienced developers should be able to create an exciting and challenging relationship that inspires others to strive for the highest levels of capability.


Our mentoring program tends to focus not only on preparing developers for their future responsibilities but also on showing them how to conduct co-mentoring with other colleagues. In this lead by example approach our mentoring philosophy is based on such values as education, experience, exposure and inspiration.

To support our senior developers in becoming great mentors and empower them with an ability to be a transformational figure in an individual’s development, we introduced development paths with all materials needed in one place, and one-to-one coaching sessions.

Below is an example of our approach to building relationship between mentors and mentees.


  1. At the beginning, don’t set any rules, be a guide and show some paths that can be followed.

  2. Build relationship based on trust and mutual understanding. Don’t let your mentees to feel alone. Be always open for questions / suggestions / feedback.

  3. Don’t be disrespectful for the mentee, just because she is a new worker. Treat a mentee just like any other developer, e.g. while discussing things, when she come up with a gem, or library – listen to arguments, discuss tradeoffs.

  4. Allow the mentee to grow & feel confident in this what she does, by simply encouraging for experiments and digging deeper. Increasing confidence is important in order to learn new things easily.

  5. Guide the person to the solution, do not solve problem for mentee.

  6. Ask often for feedback, do quick and fast retrospectives over the learning process. Encourage thinking about that, e.g. by writing down whenever something come up in their minds.

  7. Consider using pictures / flow diagrams for explaining / simplifying explanation of logic, e.g. when explaining how the data flows from the user to the controller & DB. Use piece of paper & draw simple pictures / pseudo code with explanation for the problem.

  8. Don’t expect that your mentee will know everything within the app. It’s possible that she is adjusting her mindset to work with a rails project.

  9. Don’t put too much attention to code style, it will be good with time. Don’t try to enforce that, just encourage for using proper things, e.g. symbols instead of strings within the hash.

  10. From the beginning, teach responsibility for the project, without any kind of a “punishment”, but allow to give certain responsibility to the person, for instance by allowing on her own deploying things on production.

  11. Allow mentee to make mistakes, in this way she will learn to take chances, explore and think for herself.

  12. When mistakes become learning opportunities, everything changes. Mentees will be more eager to solve problems on their own in the future.

  13. If the mentee finds out what problem she has, e.g. with the app, allow her to explain what it is about, where the issue might be. Then ask her about as many ideas on solving it as possible and discuss them together. If you don’t find the solution in her ideas explain your assumptions about the problem and together dig down into that. If she doesn’t know about the issue / how to dig it, explain it.

  14. Each time, when solving a problem, present a solution and evaluate tradeoffs of implementing that.

  15. Deliver as many details of the problem as necessary. Firstly describe the basic concept behind, then how it could be implemented. Encourage the person to explain the implementation, how it could be implemented, it’s a way for reassuring that the person understands how to solve the problem. If the mentee still doesn’t know, repeat the same thing, slowly, using e.g. piece of paper.

Błażej Kosmowski, Business, Dariusz Wylon, Grzegorz Rduch, Michał Czyż

Selleo’s MMS – a 360-degree feedback system with monetary rewards

We have so far presented 3 elements of the Selleo’s feedback system in the series; the previous articles described the following components:

  • RevYou – an online service where developers exchange feedback geared towards technical skills development and knowledge sharing, and
  • client satisfaction surveys, which provide service delivery teams with the clients’ feedback on the quality of products built as well as the level of service delivered,

This blog post is focused on MMS (Merit Money System) – a system which enables each and every Selleo team member to reward their co-workers with kudos (reward points which convert to bonuses) as a token of appreciation for their colleagues’ efforts, performance, demeanor and other aspects they deem worth rewarding.

In many companies and organizations it is the managers who act as the primary – if not the only – feedback givers; even more often, those managers are also the only agents who evaluate and reward the work of the employees who report to them. We believe there are better ways to manage feedback, evaluation and reward. MMS is an attempt to create an alternative to the more traditional approaches.

Each Selleo co-worker has a pool of 20 kudos (reward points), which they are free to share with their co-workers every week. The few co-workers who are involved in interactions with a number of colleagues have as many as 40 kudos to share. Importantly, each and every co-worker is free to decide who will be rewarded as well as what they grant their kudos for, be it successful sale, smooth collaboration on a project, good demo, assistance, guidance, blog article publication, hiring or training a new colleague, helping with acquiring foreign language skills, event organization, someone’s personal merits, a colleague’s wedding, etc. – to cite just a few comments from the system.

The system is administered via a web service and is based on limited visibility: all the co-workers can see the top three collectors – the colleagues who received the biggest number of kudos – during the previous week, as well as the so-called “hamsters” – those who were particularly reluctant to share their kudos with others.

Besides, everyone can also see the kudos they have received along with the comments attached to them. Everyone can also review all the other submitted comments and thus find out what sort of attitudes, actions or behaviours are rewarded; the co-workers cannot see who such comments were submitted by, nor can they identify the recipient.

Apart from being good fun, this solution is also believed to be a means to an end, rather than an end in itself. The number of kudos a given co-worker collects, has a significant impact on the bonus they receive; the other – less significant factor – being the co-worker’s seniority. Generally speaking, the more appreciation you receive from your colleagues in the form of kudos, the bigger the bonus that eventually lands in your pocket. The system is administered via a simple web application, and was inspired by Jurgen Appelo and his concept of Merit Money. You can find out more about it in his recently published book: “Management 3.0. Workout. Games, Tools & Practices to Engage People, Improve Work, and Delight Clients.”You may review the Merit Money concept itself here.

Towards a more holistic approach – the merits of MMS

It seems that the MMS offers two main advantages from our perspective. Firstly, the conventional evaluation and reward systems administered by managers often encourage competitiveness rather than cooperation. With MMS it is the other way round. The people are often rewarded for collaboration as well as building and maintaining good working relationships with their colleagues. They are thus incentivised to support and help one another rather than compete against one another.

Secondly, if 80% of people perceive their performance to be better than average, chances are high that a large number of employees might feel frustrated that their efforts are undervalued or not rewarded properly; the risk seems much bigger with conventional solutions, where it is usually only the managers / superiors who assess those who report to them and decide on the rewards.

With MMS it is impossible to completely rule out the feeling of disappointment on the part of some co-workers, but the fact that it is a far more holistic solution makes the disappointment less likely to occur. One may in fact feel treated more objectively and/or fairly if the assessment comes from all those they work with rather than just a single individual.

What is more, as MMS is a continuous assessment and reward mechanism, the risk that somebody’s contributions will be disregarded, is also less likely.


Why so much hassle for feedback?

Each and every co-worker is free to gather, analyse and assess the information flowing to them from their daily encounters and interactions, team reviews and regular company updates, 360-degree feedback sessions, technical reviews and comments in RevYou, client questionnaires and other sources. They can then judge the impact their colleagues exert on them, their team and/or the company and choose to reward their co-workers’ contributions accordingly. In doing so they shape their own working environment themselves and – most probably – the future of the company.

Still, most importantly, you are provided with a lot of valuable feedback which enables you to better understand yourself, your weaknesses and strengths as well as the impact of your attitudes, actions and demeanor on other people. With such input at hand you are free to embark on an intriguing quest for self-awareness, professional growth and personal development. And who knows, you may become a better professional, colleague, friend, or simply, a better human being.


Błażej Kosmowski, Business, Grzegorz Rduch, Michał Czyż

RevYou – an environment in which to polish development skills and build quality products


In the previous article of the series we described the 360-degree feedback sessions that Selleo uses to foster their team spirit, increase collaboration and inspire individual co-workers to learn and grow both professionally and personally. This article is focused on a feedback mechanism which is meant to support developers in their efforts to master technical skills with which to create quality solutions.



RevYou is an internal online service aimed at improving technical development skills and thus increasing the quality of products built. Its core mechanism is based on technical peer feedback. 

RevYou is a software tool for codebase peer reviews that works in a way similar to the Github comments feature, which enables the users to provide feedback on the code submitted by their peers – they can just review the deliverables or they can choose to comment on them as well. What makes the RevYou solution different from Github, however, is the fact that it helps to ensure the reviews are actually conducted. Accordingly, unlike with Github, submitting reviews is not optional. It is only comments that are provided at the feedback giver’s discretion.



RevYou keeps each new commit on a “to review list” until the whole commit has been thoroughly reviewed and/or commented on by at least one developer. Interestingly enough, RevYou “recognizes” that not every developer is an expert in all the domains of the technology stack used by the company. It is therefore possible for a given user to provide a partial review of a given commit, leaving other parts to be reviewed by the developers with more relevant expertise. Another interesting feature of RevYou is that it encourages users to jointly review commits from multiple projects. By contrast, at Github, it is quite common for developers to limit themselves to reviewing the commits meant for just one and the same project – the one they are working on themselves.


What advantages does RevYou offer to developers and their clients?


The benefits of using RevYou are multifold. The reviewer can learn about other technologies and solutions by investigating other programmers’ code, which is especially beneficial for cross-project knowledge transfers. What is more, when a developer submits a comment on a code contribution, they have an opportunity to spread some best practices and/or good techniques across their team or even across the whole company, which proves particularly useful when training junior programmers. Another advantage is betterquality assurance (QA). If the codebase is thoroughly reviewed, poor solutions and malfunctions are more likely to be weeded out during the implementation process and the code quality on a given project is significantly enhanced. On top of that, since the codebase becomes more standardised, the code is easier to understand and maintain for other developers who may need to work on the same project in the future.