Strategic Nearshoring for Tech Companies: Luis Aburto’s Vision for Outcomes-Driven Partnerships

Strategic Nearshoring for Tech Companies: Luis Aburto’s Vision for Outcomes-Driven Partnerships

Scio, Strategic Digital Nearshoring

Written by: Luis Aburto – 

Strategic Nearshoring for Tech Companies: Luis Aburto’s Vision for Outcomes-Driven Partnerships

The Software Development leaders of tech companies are constantly searching for ways to scale their engineering teams, hit aggressive product development milestones, and deliver innovation more efficiently. While outsourcing has traditionally been a common solution, many tech companies are finding that simple transactional relationships with outsourcing providers fall short of delivering the long-term results they need.

For Luis Aburto, CEO of Scio, the answer lies in strategic nearshoring and a shift toward outcomes-driven partnerships. Scio, a software development company based in Mexico, leverages nearshoring to help North American tech companies scale their teams with real-time collaboration, cultural alignment, and cost efficiency.

In this interview, John Suvanto, a renowned Vistage Chair in Dallas, TX and Luis’ Executive Coach, explores how Scio’s Outcomes-Driven Engagement Model and its focus on business and cultural alignment are reshaping the way tech companies approach partnerships. Together, they dive into how Scio is helping companies achieve measurable business outcomes, improve engineering productivity, and meet product roadmap goals more effectively through long-term collaboration.

Interview

John Suvanto (Chair, Vistage Dallas):

Luis, it’s great to sit down with you again. As someone who’s watched your journey for several years, I’ve been particularly impressed with how Scio has developed its Outcomes-Driven Engagement Model. For our readers, could you start by introducing Scio and sharing a bit about the philosophy behind this model?

Luis Aburto (CEO, Scio):

Thanks, John. I’m happy to be here and to talk about our approach. Scio is a software development company based in Austin, TX that leverages talent in Mexico and other countries in Latin America to deliver custom technology solutions to North American clients. So, one of the key aspects of our business model is nearshoring—we’re in the same or similar time zones as our clients, which allows for real-time collaboration, faster decision-making, and better cultural alignment, all while keeping costs competitive.

As we’ve grown, we recognized that the traditional transactional outsourcing model wasn’t enough to truly support our clients’ needs—especially tech or tech-enabled companies that are scaling rapidly or trying to hit aggressive product development goals. That’s where our Outcomes-Driven Engagement Model comes in. Instead of just delivering a service and moving on, we partner with our clients to align our work with their business outcomes, focusing on achieving real, measurable results.

John Suvanto:

I think that’s an important distinction. Many companies that work with external development teams are used to a time and materials or a deliverables-based approach, but you’ve shifted the conversation to outcomes, which requires a much deeper partnership. How does this shift impact the way you engage with your clients?

Luis Aburto:

It fundamentally changes the relationship. In a typical transactional model, success is measured by completing tasks—delivering features, closing out tickets, or meeting deadlines. But these outputs don’t always lead to real business impact. Our model is different because we’re not just focused on what we’re delivering today; we’re focused on what that delivery is achieving in the long term.

From the very beginning of an engagement, we sit down with our clients to define outcomes that are aligned with their business objectives. This could be improving product development cycles, increasing productivity in their engineering teams, or hitting specific product roadmap milestones. We commit to those outcomes and share accountability for achieving them. It’s a deeper partnership where both sides are fully invested in long-term success.

John Suvanto:

And that level of shared accountability must build a great deal of trust with your clients. You’re essentially aligning your own success with theirs. How do you measure this success, especially when you’re focusing on long-term outcomes?

Luis Aburto:

Exactly, John. Trust is a key component of this model, and shared accountability is at the heart of it. We establish key performance indicators (KPIs) that reflect the outcomes we’ve agreed on. These KPIs aren’t just about completing tasks—they’re about the business impact. For example, if a client’s goal is to increase development velocity, we’ll measure not just how many features we’re delivering, but whether those features are helping the client meet their product roadmap milestones more efficiently.

We also conduct regular reviews to ensure that we’re on track, and we adapt as needed. This level of flexibility is crucial because business needs evolve. What we’re focused on at the start of the partnership might change as the client’s product or market situation shifts. Our model is designed to be adaptive, ensuring that we’re always aligned with their priorities.

John Suvanto:

That adaptability is essential, especially in tech where things can change quickly. Now, Scio operates using a nearshoring model, which I know is a big part of your value proposition. Can you explain how nearshoring fits into this Outcomes-Driven Engagement Model and how it benefits your tech clients?

Luis Aburto:

Nearshoring is a huge advantage for us and for our clients. Having our team members based in Mexico and throughout Latin America, and serving clients primarily in North America, we’re working in similar time zones, which makes real-time collaboration much easier than with traditional offshore teams. Our clients don’t have to deal with significant time delays—they can have a meeting with our development team during their business hours and get immediate responses. This improves communication, speeds up decision-making, and ultimately makes the development process more efficient.

In addition, the cultural alignment we have with our clients plays a big role in building trust and collaboration. There’s a better understanding of business practices, expectations, and workflows, which reduces friction. But at the same time, our nearshoring model allows for cost efficiencies compared to working with onshore teams, so our clients are getting the best of both worlds—quality and affordability.

This combination of nearshoring and our Outcomes-Driven Engagement Model allows us to be a true partner, embedded in the day-to-day processes of our clients’ engineering teams, helping them increase productivity and hit their product roadmap milestones faster and more predictably.

John Suvanto:

It sounds like your model doesn’t just focus on reducing costs but also on improving efficiency and scaling teams to meet business needs. For established tech companies or fast-growing startups, this must be very valuable. How do you ensure that this partnership remains scalable as the client’s business grows?

Luis Aburto:

Scalability is something we build into our engagements from the start. Tech companies, especially those that are experiencing rapid growth, need a development partner that can scale with them. With our nearshore model, we can quickly ramp up or adjust the size of the team based on the client’s needs. Because we’re working in close alignment with their internal teams, we can seamlessly integrate and expand without the growing pains that typically come with bringing in new resources.

Moreover, because we’re focused on outcomes and not just tasks, we’re always aligning our efforts with the client’s evolving goals. As their product grows or their market conditions change, we adapt to ensure that the partnership continues to deliver the results they need. This long-term focus allows us to grow with our clients, providing consistent, reliable support that evolves as their business does.

John Suvanto:

You mentioned cultural alignment as one of the advantages of nearshoring, and I’d like to dive deeper into that. For companies building long-term partnerships, cultural fit often determines the success of those relationships. How does Scio approach cultural alignment with your clients, and why do you think it’s so critical?

Luis Aburto:

Cultural alignment is one of the most important factors in ensuring a successful partnership, especially for long-term engagements. It goes beyond language or time zone—it’s about understanding how our clients operate, their values, and the expectations they set for their teams and their projects.

At Scio, we prioritize cultural alignment from the very beginning of our partnerships. Before we even start a project, we make an effort to really understand the business culture of our client. Are they highly collaborative? Do they prefer structured, process-driven work? What are their key priorities in terms of innovation, quality, or speed? Understanding these elements helps us better integrate with their internal teams. It’s not just about technical expertise, but about how we work together on a day-to-day basis.

This is where nearshoring really makes a difference. With our teams based in Mexico and LatAm, we share similar cultural norms with our US-based clients, which makes it easier to build rapport, communicate effectively, and establish a shared sense of purpose. We’re able to adapt quickly to the work environment and company culture of our clients, which minimizes friction and enhances collaboration.

John Suvanto:

That makes a lot of sense. Having cultural alignment must lead to smoother communication and better problem-solving since both teams are on the same page. How have you seen this play out in your engagements?

Luis Aburto:

We’ve seen it have a significant impact. For example, when teams are aligned culturally, there’s a level of trust and mutual respect that naturally develops. This means that when challenges arise—and they always do in software development—our clients know that we’re working with them, not just for them. We’re able to tackle problems more effectively because we’re communicating openly and in real-time, without the barriers that can come with different time zones or cultural differences.

In one particular case, we had a client who was scaling their product rapidly. Because we had established such a strong cultural fit with their internal teams, they felt confident leaning on us not just to execute development tasks but to co-create solutions. We were able to step in as a true partner, bringing ideas to the table that aligned with their product vision, and it allowed us to deliver value beyond what was initially scoped.

John Suvanto:

So that level of alignment becomes a foundation for innovation and collaboration. It sounds like it enables you to be more proactive in your role as a partner.

Luis Aburto:

Exactly. When there’s strong cultural alignment, we’re not just following instructions—we’re actively contributing to the client’s success. We understand their strategic goals, and that enables us to offer insights, suggest improvements, and even foresee potential challenges before they become problems. This is especially important for tech companies that need their development teams to move quickly and efficiently. When everyone is aligned, both technically and culturally, things just flow better.

John Suvanto:

It’s clear that Scio is positioning itself as more than just a service provider. You’re really becoming a strategic partner for your clients, especially in helping them navigate the complexities of scaling their product development efficiently. How do you approach building that long-term relationship with your clients?

Luis Aburto:

Our approach is centered around creating mutual value. From the outset, we look at the client’s long-term vision and figure out how we can help them achieve their most important objectives—not just for today, but as they grow. We’re constantly looking for ways to optimize processes, introduce innovations, and improve the efficiency of their engineering teams. By focusing on outcomes and delivering consistent value, we build a deep level of trust over time.
Additionally, because we’re working with high-growth tech companies, we understand that their needs will evolve. We make sure our teams are flexible, scalable, and always ready to pivot to meet new challenges. Our model allows us to stay agile while maintaining a clear focus on driving the results that matter most to the client.

John Suvanto:

That long-term focus is something many companies struggle with—keeping both the immediate needs and the future goals in balance. Luis, it’s been great to see how Scio is helping clients achieve that balance through strategic digital nearshoring and your Outcomes-Driven Engagement Model. As we close, what advice would you give to tech leaders who are considering adopting this kind of partnership approach?

Luis Aburto:

The most important thing is to start by thinking about what success looks like for your business—not just in terms of deliverables, but in terms of business impact. What outcomes do you need to achieve? Once you have a clear vision of that, find a partner who shares your commitment to those outcomes and is willing to share accountability for achieving them. Look for partners who are adaptable, aligned with your values, and able to scale with your needs. That’s what we strive to do at Scio, and it’s what makes these partnerships successful in the long run.

John Suvanto:

Luis, thank you for sharing your insights. It’s clear that Scio is bringing a lot of value to the table for tech companies looking to scale efficiently and achieve long-term success.

Luis Aburto:

Thank you, John. It’s always great to have these discussions, and I appreciate the opportunity to share more about our approach.

Building Your Dream Team: In-House vs. Nearshore Expansion

Building Your Dream Team: In-House vs. Nearshore Expansion

Nearshore, Scio, Software Development, Workspace

Building a high-performing engineering organization is one of the most consequential responsibilities for any CTO or technology leader. The team you assemble, nurture, and scale becomes the backbone of every roadmap commitment, release cycle, customer promise, and market opportunity. Yet, deciding how to grow that team is rarely straightforward.
Do you expand internally, with all the control and cultural familiarity of an in-house unit? Or do you supplement your capacity with a nearshore partner that can bring experienced engineers into your workflow quickly and cost-effectively?
These questions are even more pressing today. The demand for seasoned engineers in the U.S. continues to outpace supply, pushing companies to evaluate alternatives that keep velocity strong without compromising quality, security, or team cohesion. Nearshore expansion, particularly in regions closely aligned with U.S. business culture and time zones, has moved from a cost-saving experiment to a strategic growth model adopted by mid-market and enterprise engineering organizations.
Mexico, in particular, has become a preferred hub for U.S. tech companies. Strong cultural alignment, a thriving technology ecosystem, overlapping workdays, and a mature talent market make it one of the most practical nearshore destinations for sustained product development. For companies choosing partners rather than vendors, firms like Scio stand out for long-term collaboration, predictable performance, and engineering maturity.
This article breaks down the strategic, financial, and operational considerations behind in-house versus nearshore expansion. Each section explores the tradeoffs that matter most to engineering leaders tasked with delivering consistent output, protecting quality, and managing budgets responsibly.
By the end, you’ll have a clear framework to evaluate which approach best fits your organization’s goals and how a trusted nearshore partner can strengthen your engineering capacity with minimal friction.

The Cost Factor of In-House Teams vs. Nearshore Expansion

Building an in-house engineering team has undeniable advantages. You gain full control over hiring, culture, career paths, and day-to-day oversight. But the financial reality behind in-house hiring often surprises even experienced leaders, especially when the total cost of talent includes far more than salary alone.
The True Cost of an In-House Hire
The average cost per U.S. technical hire is estimated at around $4,000 in direct recruiting expenses. This figure excludes hidden overhead such as engineering leadership time spent interviewing, delayed delivery while positions remain open, onboarding costs, and salary premiums required to stay competitive in major markets.
Compensation packages in the U.S. represent a substantial share of operational budgets, with salaries and benefits accounting for roughly 70% of total labor expenses. And that percentage continues to climb as engineering compensation becomes more competitive nationwide.
Beyond headcount costs, organizations must account for:
Workspace, equipment, and software licensing

IT security infrastructure

HR, legal, and administrative overhead

Training and professional development

Retention programs to reduce turnover

Each of these commitments increases the long-term financial footprint of in-house hiring, making it a substantial investment not only at the moment of hire but over several years of lifecycle ownership.
Nearshore Teams: A Leaner Operating Model
Nearshore expansion offers a markedly different financial profile. Regions like Mexico provide access to strong engineering talent at a lower cost relative to the U.S., without the productivity challenges or communication barriers of offshore regions with wider cultural or time-zone gaps.
Nearshore benefits include:
Lower salary bands compared to major U.S. metros

Streamlined onboarding and faster time-to-productivity

Shared or included infrastructure (equipment, facilities, security)

Reduced overhead for HR, compliance, and long-term administration

No need to maintain physical workspace for additional headcount

Time-zone alignment enables real-time collaboration, reducing delays and back-and-forth cycles that introduce cost overruns in offshore models.
Infrastructure, Tools, and Long-Term Ownership
While in-house teams require continuous reinvestment in equipment, software, cloud resources, and workplace infrastructure, nearshore teams allow companies to avoid these recurring capital commitments. A nearshore partner typically absorbs infrastructure and operations costs, keeping the client’s spending focused on product development rather than workplace management.
When comparing the total cost of ownership (TCO), nearshore teams generally offer a more efficient and scalable financial structure, especially for organizations seeking rapid expansion or facing U.S. hiring constraints. This makes nearshore collaboration not just a cost advantage but a budget-stability advantage.

Advantages of Building a Nearshore Dream Team

Nearshore engineering teams are appealing not simply because they lower costs but because they allow organizations to expand intelligently. They help CTOs extend team capacity without sacrificing quality, communication velocity, or cultural alignment.
1. Labor Cost Advantages Without Cutting Corners
Nearshore markets offer compelling salary differences compared to the U.S. while still providing access to highly trained software engineers. Mexico, in particular, hosts a wide range of engineering talent with strong experience in enterprise systems, cloud transformation, DevOps, frontend frameworks, and QA automation.
Because these cost advantages come from economic differences rather than skill gaps, companies gain senior-level impact at a cost that would otherwise only cover mid-level talent locally.
2. Infrastructure Already in Place
Standing up an in-house development environment involves large and ongoing investments. Nearshore teams operate within pre-established facilities with reliable connectivity, licensed tools, and security protocols already configured.
This allows engineering leaders to:
Scale quickly without infrastructure bottlenecks

Maintain compliance with industry standards

Reduce operational complexity and IT overhead

Teams can begin contributing within days, not months, often a decisive benefit in organizations with aggressive roadmaps.
3. Built-In Training and Technical Development
Technology evolves quickly, and internal teams often require dedicated training cycles to stay current. When this training interrupts delivery, productivity takes a hit.
Most nearshore firms prioritize continuous skill development. Their engineers arrive with modern stacks, updated certifications, and training cycles already covered by the provider. The client gains access to a continually upskilled team without bearing the cost or time investment required to maintain that expertise internally.
4. Lower Total Cost of Ownership (TCO)
TCO is where the nearshore model becomes especially attractive. When evaluating salaries, infrastructure costs, onboarding, retention, and training, nearshore teams deliver high-quality engineering output at a materially lower cost structure.
Below is a simplified comparative module:

TCO Comparison: In-House vs. Nearshore

Cost Category
In-House Team
Nearshore Team
Salaries & Benefits Highest market rates Lower, stable cost structure
Infrastructure Company-funded offices, equipment, licenses Included by partner
Recruiting & Onboarding High cost and time investment Faster, partner-supported
Training Company-funded certifications & courses Provided by partner
Time Zone & Alignment Full overlap Full overlap (Mexico–U.S.)

Choosing the Scio Advantage

Deciding between in-house and nearshore expansion ultimately depends on the strategic needs of your engineering organization. Control, culture, quality, and long-term reliability matter just as much as cost structure. For many CTOs, the ideal model is a hybrid approach, where a trusted nearshore partner becomes an extension of the core team.
Scio has spent more than 21 years helping U.S. companies scale their development capabilities with engineering teams that are easy to work with and committed to delivering long-term value. Our approach centers on partnership rather than staff augmentation. We focus on alignment, communication, and integration so our engineers feel like part of your team from day one.
Why Engineering Leaders Choose Scio
1. Cultural and Operational Alignment
Mexican engineering culture blends naturally with U.S. product organizations. Shared workdays, communication style, agile fluency, and familiarity with North American business expectations reduce friction and accelerate output.
2. High-Performing Teams, Not Just Individuals
Scio’s model is designed for collaboration. Our engineers join clients’ daily workflows, standups, code reviews, and retrospectives. The result is consistency, accountability, and long-term knowledge retention.
3. Streamlined Onboarding and Faster Ramp-Up
We help clients add capacity without disrupting existing workflows. Engineers join with the tools, onboarding guidance, and technical context they need to deliver quickly.
4. Long-Term Stability and Low Turnover
One of the biggest risks in modern engineering teams is churn. Scio’s retention rates consistently outperform industry averages, giving clients long-term continuity in their codebases and processes.
5. A Partner Focused on Growth and Trust
Our mission is simple:
Provide high-performing nearshore software engineering teams that are easy to work with
This philosophy shapes everything we do, from recruitment and mentorship to delivery and account management.
A Scalable, Strategic Extension of Your Team
For organizations seeking to strengthen delivery without losing control or quality, Scio offers a practical, proven model. We help engineering leaders expand confidently, maintain momentum, and focus on product priorities instead of talent acquisition challenges.

FAQ

In-House vs Nearshore Engineering – FAQs

How engineering leaders evaluate when to hire in-house, when to nearshore, and how Scio approaches long-term collaboration.

In-house roles are ideal when your product requires deep institutional knowledge, long-term strategic ownership, or close cross-department collaboration that benefits from physical proximity and constant context.

Yes. The quality gap often associated with offshore models does not apply to nearshore regions like Mexico, where technical education, engineering culture, and agile practices closely align with U.S. standards.

Most nearshore engineers begin contributing within days to a couple of weeks, depending on codebase complexity, documentation quality, and access to tools and environments.

Scio prioritizes long-term partnerships, cultural alignment, engineering maturity, and seamless integration with client workflows. The objective is stable, predictable collaboration—not transactional outsourcing.

Leading from Both Sides of the Keyboard: When CTOs Hold the Purse Strings

Leading from Both Sides of the Keyboard: When CTOs Hold the Purse Strings

Entrepreneurship, Nearshore, Scio, Software Development

For most software leaders, navigating the world of technology is already a demanding feat. But for a select few, the challenge extends beyond lines of code and elegant algorithms. These are the CTOs who also wear the CEO hat, balancing technical vision with the realities of financial stewardship. They’re a rare breed, and their unique perspective offers valuable insights for both aspiring leaders and those seeking the right nearshore development partner.

For a CTO-CEO, it’s a constant dance between two worlds. Their days are a blend of crafting robust architectures and scrutinizing budgets. Imagine building the future one algorithm at a time, while keeping a keen eye on the bottom line. It’s a high-wire act, demanding both meticulous planning and a healthy dose of calculated risk.

But when done right, the synergy is undeniable. Technical agility meets financial prudence in a potent mix. Decisions become laser-focused, aligning development goals with budgetary constraints. The CEO’s deep understanding of technology fosters empathy with teams, leading to a collaborative and efficient environment. Innovation flourishes when the architect of the code also holds the keys to the castle.

Think of Microsoft’s remarkable resurgence under Satya Nadella’s leadership. His ascent from software engineer to CEO wasn’t just a climb up the corporate ladder; it was a strategic move that fueled Microsoft’s transformation. Nadella’s fluency in both code and commerce allowed him to see the immense potential of cloud computing and AI, guiding the company to refocus its efforts and reclaim its position as a tech leader. His story is a testament to the power of having a CEO who speaks the language of both engineers and investors.

Collaborative Efficiency

Collaborative Efficiency

Imagine software development teams where code whispers directly to the CEO’s ear, where budgets aren’t just spreadsheets but blueprints for innovation. Companies with Brain CTO-CEOs, according to industry reports and internal case studies, report a remarkable 30% increase in employee engagement among engineering teams. Why? Improved communication bridges the gap between developers and leadership, fostering mutual understanding and trust. It’s like having a translator who speaks both the language of code and the dialect of the boardroom, ensuring everyone is on the same page throughout the development journey. This enhanced collaboration reduces friction, quicker decision-making, and a shared sense of purpose, ultimately leading to a happier, more productive workforce.

Faster Time-to-Market

In today’s hyper-competitive landscape, speed is king. Studies like the Harvard Business Review study highlight the advantage of dual-focused leadership. Companies with leaders who juggle code and cash are 45% more likely to successfully launch new products on time and within budget. No more missed deadlines or ballooning costs! The CTO-CEO’s understanding of both technical feasibility and financial constraints becomes a potent weapon, guiding teams to hit the market not just with groundbreaking ideas, but also with optimal timing and financial prudence.

Navigating the Challenges

Navigating the Challenges

The journey for CTO-CEOs is one of constant balancing. They must keep pushing for innovation while ensuring financial stability. It’s not always smooth sailing, and there are tough decisions to be made along the way.

For example, investing in tomorrow’s AI breakthrough might conflict with the need to optimize existing infrastructure today. And while exciting new technologies are tempting, staying within budget and resource constraints is crucial. Finding the right balance can be challenging, requiring careful consideration to avoid prioritizing innovation at the expense of financial responsibility.

Here are some specific balancing acts CTO-CEOs face:

  • Avoiding «shiny object syndrome»: It’s important to evaluate if the latest tech trend aligns with long-term goals before pursuing it.
  • Making smart «build vs. buy» decisions: Choosing between internal development and external solutions requires careful weighing of cost and benefits.
  • Embracing the «innovation paradox»: Breakthroughs are important, but so are stability and reliability in existing systems.
  • Solving the «people puzzle»: Finding talent with both cutting-edge skills and operational efficiency is key.

These are just a few of the challenges CTO-CEOs navigate. Understanding these complexities is crucial for steering their companies toward sustainable growth.

Scio: Partnering for Sustainable Growth with a CEO-CTO Mindset

Scio Partnering for Sustainable Growth with a CEO-CTO Mindset

We understand the unique challenges of navigating technology and business as a CTO-CEO. That’s because our leadership embodies this very perspective. Our CEO, Luis Aburto, is not just a seasoned executive; he’s also a passionate engineer at heart.

This dual perspective is the cornerstone of Scio’s approach. We’ve seen firsthand how combining technical brilliance with strategic financial foresight unlocks the potential for stable growth, smart innovation, and empowered teams. We’re not about quick fixes or fleeting trends; we’re about building long-lasting success alongside you.

Luis Aburto’s passion for both software development and entrepreneurship is woven into the very fabric of Scio. He built this company with a singular mission: to empower tech companies to bring their software ideas to life, faster and better. This deep understanding of your world informs everything we do.

That means:

  • Finding the right talent: We handpick top-tier tech professionals in Mexico and Latin America, meticulously vetted for both technical excellence and cultural fit.
  • Managing costs effectively: We leverage our experience and global resources to optimize your project pipelines and maximize your budget impact.
  • Creating a thriving tech environment: We foster a collaborative culture where your teams feel empowered to innovate and build amazing things.

Scio isn’t just a team of consultants; we’re your strategic partner, guided by the CEO-CTO mindset of Luis Aburto. We walk alongside you, understanding your unique needs, budget realities, and vision for the future. Together, we’ll turn your passion for technology into sustainable growth, one line of code at a time.

Together We Build: The CTO-CEO’s Collaborative Journey

Together We Build The CTO-CEO's Collaborative Journey

The journey of the CTO-CEO is rarely a solo endeavor. It’s a shared journey fueled by the combined efforts of engineers, developers, and countless others. It’s a reminder that even the sharpest minds need a team to translate ideas into reality. And perhaps that’s the true strength of the CTO-CEO: to foster an environment where diverse skills come together in a collaborative dance, building something bigger than themselves.

As Nicholas Negroponte wisely said, «Technology alone solves nothing. It’s the way we use it that matters.» The CTO-CEO understands this deeply. In their hands, technology isn’t just lines of code; it’s a bridge connecting people, a springboard for growth, and a canvas for shaping a better future. Their legacy isn’t just the product they deliver, but the way they unite a group of talented individuals towards a shared goal.

Moving forward, let’s remember that the key to unlocking technology’s true potential lies not just in individual brilliance, but in working together. Let’s be inspired by the CTO-CEO who encourages collaboration, not competition, and celebrates the harmony that arises when diverse voices join forces. Together, we can build a brighter future, united in strategy, and empowered to achieve.

What Is The Meaning Of True “Craftsmanship” In Software Development?

What Is The Meaning Of True “Craftsmanship” In Software Development?

Customer Experience, Nearshore, Scio, Software Development

Curated by: Sergio A. Martínez

Craftsmanship is timeless, being an integral practice to human history since the dawn of our species. It represents a quality of uniform excellence, often characterized by removing unnecessary elements from a design and bringing out the best in the crafted object. And although craftsmanship is often associated with aesthetic pursuits like painting or sculpture, its importance goes beyond; it serves as a powerful reminder of the value of hard work and skilled ‘hands-on’ effort, a notion that helps us tap into our creativity and realize our ambitions. Mastering craftsmanship, therefore, is not only a source of motivation but also a means to change our current place for the better.

The craftsmanship of software development 4

And considering how technology is the biggest agent of change in our world, it might be interesting to find out if the idea of craftsmanship has a place in this modern computer-driven reality. Is there craftsmanship to be found in software development? After all, programming consists of a combination of hard skills, innovative techniques, and a love for constantly perfecting processes that translate into high-quality products. It can be said that developers practice a craftsmanship approach in every project, taking pride in the details and focusing on making changes that have a clear impact on performance, stability, scalability, and many other aspects of development. 

However, for most people, it’s easy to overlook the art behind software development, but the craftsmanship is present in every little task. From developing feature-rich designs and diagrams to writing clean and error-free code, the job of a software developer involves multiple levels of precision and detail that demand proper diligence. A well-crafted software is an accomplishment, just as a well-crafted painting or sculpture would be, with each step involving thoughtfulness, attention to detail, and careful consideration. There’s an almost creative element to writing software since developers must find ways to solve programming puzzles with innovative ideas and stylish solutions, so designers must have some artistic understanding of how users interact with technology. Nonetheless, this approach must coexist with the demands of an industry that is always moving forward, making today’s software development an incredibly ingenious and complex task that must always rise to the challenge.

The balance between craftsmanship and business

The craftsmanship of software development 4

Crafting software is an attempt to capture a responsive balance between the idealistic embrace of artistic virtue and the practical needs of a business environment. On one hand, developers want to use their creativity to build something meaningful that reflects a sense of usefulness and long-lasting quality. On the other hand, there are ever-present realities that require careful decisions about timelines and budget, and finding harmony between these factors while developing software can be hard to navigate. However, it’s by solving this creative tension that developers ultimately can create elegantly well-rounded solutions.

Still, it’s no small feat: both angles need to be taken into consideration when pursuing a successful project. It takes careful forethought, planning, and collaboration from everyone involved (developers, project managers, stakeholders, etc.) to prioritize craftsmanship over profit while still satisfying the business demands. The biggest challenge here is maintaining quality while meeting time and budget constraints; if a product is rushed out the door too soon or neglected too long, users will pay the price with buggy applications or poor feature implementation, so it’s important to have an experienced team of professionals who understand their collective responsibility to craft perfect software while keeping in mind all other key objectives.

As we have already mentioned, the importance of craftsmanship in software development can often be overlooked. It’s easy to rush through a project to meet a deadline and sacrifice quality, but this doesn’t end well in the long run. Quality software is efficient, minimizing user frustration and increasing overall productivity, and crafting robust software requires an investment of time and thought that demands an eye for details both big and small. High-quality craftsmanship requires rigorous testing before deployment, as well as regular updates after implementation to ensure maximum efficiency at all times. In other words, software craftsmanship may involve an initial extra effort, but it pays off by creating an outstanding user experience for years.

Thus, craftsmanship is an idea that one should take care of and pride in when writing code. Being a software craftsman involves learning, understanding, and researching best practices to write amazing code, with a developer constantly asking themselves questions such as: are there better ways to refactor this piece of code? How can I make this easier to maintain? Is there an accepted design pattern that I could use here? By taking the time to ask these questions themselves, developers can ensure that their software is of higher quality and more robust than it otherwise would be, the result of putting your knowledge, dedication, experience, and passion for problem-solving at the forefront. Craftsmanship in software development requires attention to detail, continual refinement from iteration to iteration, and an interest in learning new technologies for their work and aims for excellence when building quality products.

Craftsmanship at every level

The craftsmanship of software development 4

True craftsmanship in software development can be seen in its intricate details. Developers who take their time to create their projects with a focus on the elegance of style and precision when producing games, websites, or applications that stand out from the crowd. Crafting a piece of software to be efficient and durable takes skill and talented developers to understand the importance of meeting user expectations, and making sure their work lives up to those standards by adding creative touches wherever possible. Part art, part science—true craftsmanship in software development makes the difference between an ordinary application and one that really shines when developers care about…

  • Writing clean and maintainable code: Craftsmen developers strive to write code that is easy to read, understand, and maintain over time. This means using meaningful variable names, avoiding duplication, and following established coding standards.
  • Building scalable software: Good software craftsmen know how to design and build software systems that can scale to meet the needs of a growing user base. This means understanding how to distribute workloads across multiple machines and designing software with horizontal scaling in mind.
  • Emphasizing testing: Crafting software means placing a strong emphasis on testing. Developers who practice craftsmanship ensure that their code is thoroughly tested and they use automated testing tools to make sure that any changes they make to the code do not break existing functionality.
  • Being efficient with code: A software craftsman understands the importance of being efficient with code. They know that every line of code that they write has an impact on the overall performance of the application, so they strive to write code that is as lean and efficient as possible.
  • Continuous improvement: Finally, software craftsmen are always looking for ways to improve their skills and the quality of their work. They stay up-to-date with the latest tools and techniques, and they are always looking for ways to improve their code and their processes.

In short, software development is an ever-evolving understanding of how coding works and communicates with different systems. By developing software, coders, and engineers are constantly pushing the boundaries of what can be done, learning from a variety of sources, and tackling complex tasks in efficient ways. It’s hard work, but the craftsmanship exhibited within can be extremely rewarding, as it offers an opportunity to create something useful and marketable that solves a problem or makes life easier for everyone. By continuously pushing their own boundaries of excellence, software developers are able to develop projects that achieve unprecedented levels of quality while ensuring usability and scalability. It’s this iterative approach that separates the best software projects from those just good enough—and it’s the commitment to continuous improvement and craftsmanship exhibited by software developers that allow users to seamlessly interact with highly sophisticated products.

The Key Takeaways

  • When it comes to software development, the value of craftsmanship cannot be overstated; creativity and artistry are critical for any successful piece of software out there.
  • What craftsmanship provides is an inspiration to always become better, strive for a better result, and grow new skills and talents that will result in a more positive outcome for any project.
  • However, finding the balance between craftsmanship and the business needs of the organization can be tricky, and must be navigated carefully.
  • Craftsmanship is found at every level of a development project, and the best developers will take it seriously to build the best possible product at the end.

Scio is an established Nearshore software development company based in Mexico that specializes in providing high-quality, cost-effective technologies for pioneering tech companies. We have been building and mentoring teams of engineers since 2003 and our experience gives us access not only to the knowledge but also the expertise needed when tackling any project. Get started today by contacting us about your project needs – We have teams available to help you achieve your business goals. Get in contact today!

“Pay attention to the strengths of people”: Talking career growth in software development with Juan Miguel Alcalá

“Pay attention to the strengths of people”: Talking career growth in software development with Juan Miguel Alcalá

Scio, Software Development

Curated by: Sergio A. Martínez

What does it mean for a developer to build a career? Requiring dedication and hard work, a career as a software developer is an incredibly rewarding path, and for those who are up for the challenge, can lead to both professional and personal growth, applying valuable skills like problem-solving, coding proficiency, and thought leadership into products that everyone can enjoy. But to build a successful career as a developer means not only gaining technical know-how but finding solutions to real-world problems through technology, innovation, and collaboration, experiencing the gratification of creating something with impact and value in the process.

“Pay attention to the strengths of people”: Talking career growth in software development with Juan Miguel Alcalá

In consequence, for a software developer, the importance of career growth should not be underestimated. Throughout your career, it’s essential to keep challenging yourself to stay on top of the ever-evolving tech industry, applying your knowledge and interpersonal skills to create something special, supporting (and being supported by) a community of like-minded people who understand the value and potential of software in all facets of our lives. 

For these reasons, working your way up in a company can be a thrilling ride for a developer—You start by learning about the tech and code base, then finding ways to improve it, and eventually contributing to more strategic decisions. You get to know the team and the culture, which means your work has more purpose than external projects alone, offering an extended sense of belonging and the feeling of being part of something bigger than yourself. And all these without mentioning the many opportunities you have to learn from experienced colleagues and sharpen old skills as well as acquire new ones. Plus, there’s the challenge of staying ahead of rapidly changing tech, and at the end of it all, you get to know that you helped build something truly significant. It’s both exciting and rewarding! All in all, it can be an incredibly fulfilling experience for a developer to build their career with a single organization.

However, not many developers out there have the opportunity to witness first-hand the impact of their work, or build relationships with colleagues and really get to know a business culture. A dedicated developer who stays with the same organization can easily become an expert in the industry and can leverage their established expertise to push projects forward and create even more meaningful changes. Leaving more time to focuse on honing their craft and eventually leading the charge on initiatives that matter most.

Getting in touch with Scio

“Pay attention to the strengths of people”: Talking career growth in software development with Juan Miguel Alcalá

To better understand this, we talked with Juan Miguel Alcalá, a Lead Developer that has been part of Scio for the last 12 years, about his journey in the software industry, and how a developer like him builds a career and grows his skills in such a constantly challenging industry like software development. “Scio was my first job at a company purely dedicated to software”, he remembers. “Before that, I was part of a small IT department, where I was practically alone, so I didn’t have the chance of practicing new skills. I had to do a lot of self-learning back then, joining developers’ communities and forums to see what they talked about, which helped me decide what to focus on. That’s how I built my skill set before my first interview at Scio.” 

Software development is an ever-evolving field of work that requires a developer to stay up-to-date with the latest trends, and one of the best ways to go about this is by self-learning. This process allows developers to set their own pace, as well as explore topics they are interested in while building upon basic skills, just like Juan did. Additionally, it can encourage developers to practice what they learn and troubleshoot issues on their own – skills that become invaluable on the job. Self-learning also provides flexibility to participants, allowing them to fit in coursework or investigate new tech around their schedule. All these factors make self-learning a popular approach for software developers invested in their own personal growth.

“It was thanks to these communities that I got in touch with Luis Aburto [CEO of Scio]. It was specifically a .NET community we started here in Morelia, and Luis asked about the technologies we were interested in, how we practiced, and eventually if we would like to be part of Scio. I was already thinking of trying something different, so I went for it. I was interviewed by one of the Lead Architects they had back then, and more than technical tests, he was interested in understanding how I learned and practiced new skills, how I choose, and how I kept myself up-to-date. As you can see, twelve years later, I’m still here.” 

This ties into how Scio values a cultural match between developers to ensure that collaboration and communication are always top-notch and provides chances to learn plenty of hard and soft skills on-site. After all, investing in the career growth of a developer is a must for any company that wants to move forward; it not only helps your developers update their skills but also encourages them to make valuable contributions that drive innovation. Moreover, training and providing opportunities for developers will show how your software development teams are reliable, trustworthy, and adhere to industry standards. Software development is an integral part of every organization today; so it’s essential that companies invest in their developers’ career growth for long-term success.

Growth together

“Pay attention to the strengths of people”: Talking career growth in software development with Juan Miguel Alcalá

Of course, back in 2009, things were very different in the software industry, and Juan Miguel has witnessed over the course of more than one decade how the approach and general philosophy of development have changed. “Back then, when I first started at Scio, the Agile methodologies and SCRUM were still pretty new. In fact, Scio was one of the first software development companies in Mexico to adopt this development framework, and it was interesting to learn and apply it when I was starting as a junior. I was a self-taught person at this point, so the advantage I would have over my friends was pretty attractive.”

On that note, it’s no surprise that the Agile methodology is responsible for revolutionizing the way software development is approached today. Its flexibility and streamlined processes were game-changing when it was first introduced and still benefit teams of all sizes even more than a decade later. Emphasizing collaboration between departments, frequent feedback from clients, and the ability to adapt quickly to changes throughout the process. This allows every team to produce higher quality products much faster than previously possible, with less risk and wasted effort. With Scio’s developers no longer caught up in tedious processes (easily dividing tasks into streamlined short sprints instead), taking an iterative approach allowed them to quickly make necessary adjustments and move forward with a greater chance to learn from their peers and grow in the process. At Scio, where the best software developers in Mexico and Latin America collaborate and learn together, this approach is key. It leads to a career like no other.

“I used to have another approach to development back then, but with more people in the team, I had to learn to think about others, give feedback, and follow some well-established standards to ensure that everyone who interacted with the system I made could do it well. That, alongside being able to interact with the clients directly, and participate in the deployments, enriched what I did and how I communicated.” 

At Scio, these efforts are at the core of taking the leap from Junior to Senior developer, which can seem like a daunting experience, but it’s incredibly rewarding and empowering. It requires both an investment in yourself and in your skillset to make the transition successful. Taking initiative, problem-solving, communication skills, and building strong relationships with teammates are all important components to thriving as a senior developer. And although there may be more responsibility on your plate, this is also an opportunity for greater job satisfaction and more chances to stretch yourself professionally. With these steps taken, everyone has the potential to make an impactful change.

“Eventually, it was my turn to become a Lead. I remember that it was a project for a tennis league, and I had to choose people for the team that was going to focus on that. And what you learn from this process is to pay attention to the strengths of people, which role suits them better, and how to configure the team so everyone can cover for each other during development, having the necessary expertise on every part of the project to make it successful. I think that skill is my strong suit, bringing a diverse perspective to a development process where new ideas and solutions can come constantly and from everyone.”

Final words

As you can see, working at the right company can provide an amazing journey for those who are seeking to further their careers in the software industry. A developer can experience career growth by taking on increasing responsibilities, building relationships with colleagues, and mastering skills that allow them to gain a deeper understanding of the nature of their work. It’s an exciting prospect when a person feels capable of taking on more complex problems and succeeding and it’s incredible to get to be in charge of their own projects. After all, with the right team, you can count on decent support, plentiful resources, and clear guidance that helps you acquire the skills, knowledge, and experience necessary to transition into a higher-level role. On top of it all, you also get a sense of accomplishment and pride that is hard to beat. If you manage to reach this level in your job, be sure to show appreciation for the team that made it possible—it’s a journey worth celebrating!

The Key Takeaways

  • One of the best things about the software development experience is to grow skills and learn new approaches every day to create better products.
  • The journey from Junior dev to Project Lead is one of growth, challenges, and focus on your strengths, as well as how you relate with others.
  • At Scio, this journey consists of sharing knowledge and letting people choose their path to become well-rounded teammates you can count on.
  • Being part of an organization that invests in your growth as a developer is the best decision to conquer new skills and build an amazing career creating solutions and innovations in software.

Scio is an established Nearshore software development company based in Mexico that specializes in providing high-quality, cost-effective technologies for pioneering tech companies. We have been building and mentoring teams of engineers since 2003 and our experience gives us access not only to the knowledge but also the expertise needed when tackling any project. Get started today by contacting us about your project needs – We have teams available to help you achieve your business goals. Get in contact today!

“You teach and learn at the same time”: The value of an internal project for a Nearshore company like Scio

“You teach and learn at the same time”: The value of an internal project for a Nearshore company like Scio

Scio

Curated by: Sergio A. Martínez

Nearshore development companies are full of creative, innovative minds eager to take on new challenges on a daily basis, expanding their skill set and putting it to good use developing innovations that benefit us all. And although the main objective of these types of companies is mainly collaborating with a variety of clients to bring their ideas to fruition, many organizations like Scio sometimes also develop their own products internally for many reasons.

“You teach and learn at the same time”: The value of an internal project for a Nearshore company like Scio

For example, the company might have a good idea for a product that could solve a demand or offer a solution to a specific problem that no client currently is trying to tackle, or maybe it’s a good idea to have a project that developers of all levels could contribute to, or keep busy while new clients arrive. Sometimes you even have a developer tinkering with an idea that is good enough to develop into a business idea that might benefit all in the long run. 

In any case, internal projects give these developers a chance to think outside the box and work on something other than client-facing products, allowing them to stretch their legs and try new technologies and processes in a sandbox environment without risking any customer data or the reputation of their company. These kinds of ventures could also help identify areas of improvement within their existing codebase, discover untapped features or improvements that could benefit their overseas customers, be used to hone developers’ skills, and even refine the collaboration dynamics inside the company. All in all, when it comes to software, having an internal project can be a great asset for a company of any size. 

In the case of Scio, this project is Pidamosde.com, a subscription-based, a platform that enables restaurants to implement a digital solution for their sales processes by offering a digital ordering system that takes care of card payments and virtual client queueing, among other things, simplifying the whole ordering process. In other words, PidamosDe helps these businesses expand their client base by having a pretty convenient and hassle-free option to order food through the Internet, which didn’t seem like a realistic option for most of them before it.

However, beyond offering a new solution to a key demographic of the restaurant business that many apps, like UberEats or Rappi, tend to ignore, or be too pricey or inconvenient to use, PidamosDe was also a learning experience for the people at Scio since its launch, with lots of interesting hurdles and learning experiences for everyone involved. For this reason, we spoke with Samuel González Lunar, a developer that has been part of the PidamosDe team for the best part of last year, to obtain a first-hand account of how these internal projects are managed, how they become what they are, and what they offer in return for the people in charge of bringing them to life.

Too many cooks spoil the app

“You teach and learn at the same time”: The value of an internal project for a Nearshore company like Scio

Software development projects can quickly become bogged down with too many cooks in the kitchen. Without clear direction, team members’ efforts can be scattered, leading to wasted time from working on duplicated tasks or conflicting objectives. In addition, larger teams sometimes make it difficult for everyone’s voices to be heard, leading to resentment between members and an overall lack of cohesion. Too much input from multiple parties can also cause decision paralysis within a project, resulting in extended project duration or scope creep that could compromise key deadlines. And certainly, once he joined the project, Samuel had to make sure everything worked properly. In his words…

“Something that can get complicated is keeping a standard on the programming methodology employed on the project, as well as how to test the app. Because beyond developers, many different QA people have been involved over the years, it’s easy to lose track of all the changes made to the codebase over time. We are getting there, though, establishing a new code-review standard to make development easier in the future.”

After all, with too many people working on the same thing, it can be very difficult to have everyone pull in the same direction, and everyone’s time is stretched as they attempt to organize tasks for all the cooks in the kitchen. Software projects are complicated enough even without these issues; having ‘too many cooks spoil the broth’ will almost certainly cause headaches along the way. Samuel is certainly very familiar with cases like this, as he remembered one such challenge that was affecting one of the most important features of a platform like PidamosDe:

“We once had a bug that stopped notifications from reaching the customers. So, as it was, we needed to solve that pretty quickly. The main issue, however, was that the person who wrote the notification code was no longer at Scio, so he wasn’t available to explain what or how he did it. And the necessary documentation wasn’t around either, so I had to research and review the whole program closely to find the error and develop a solution easily and effectively. Once we did that, we had a patch ready to go in less than a day.”

However, these kinds of challenges notwithstanding, internal projects can provide a fun and creative outlet for the team. Not only do they add value to the company, but they also give staff a chance to learn new skills, collaborate on interesting ideas and work together on something that isn’t need-specific. It’s also an opportunity for the company to measure its progress and performance, by giving an in-depth look at how well its processes are working. All of this leads to greater efficiency and productivity, helping the company reach its goals easier than ever before.

Finding the collaboration groove

“You teach and learn at the same time”: The value of an internal project for a Nearshore company like Scio

Developing software requires a tremendous amount of collaboration among different teams and individuals. As a software development company, it’s important to implement the right processes that foster collaboration across the board. Internal projects give a great chance to refine the way team members communicate with each other while also allowing them to become more efficient. Carving out time for an internal project allows your software development company to test out new ideas and approaches without risking the resources or reputation of an external customer’s project — plus your team gets the chance to sharpen their skills too! Internal projects offer a great advantage, providing a safe environment to experiment with new tactics, which can then be incorporated into ongoing projects.

“The Scio way of collaboration is based on mutual support, where everyone can bring you help, and you can respond, which makes collaboration a lot easier and more agile than any other. You teach and learn at the same time, which is incredibly valuable for your professional growth”, explains Samuel. “There have been cases when new people joined the PidamosDe project and used protocols that weren’t part of our standards, overwriting code that resulted in some lost work, but the workshop and courses we give today, and even a conference I did recently, help bring everyone to the same page and avoid issues like this in the future. The point is sharing your experience so everyone joining the team tackles it head on, puts their best effort, and creates something useful and unique for the customers.”

All in all, the main advantage of an internal project like PidamosDe is that it gives the team a chance to learn new technologies without affecting their client workloads. Internally developed projects also allow room for innovation and exploration, as the developers are given ample freedom to express their creativity and experiment with new approaches. Furthermore, these projects can be a great avenue for software development teams to utilize their collaboration skills; by working together on smaller endeavors. Employees can practice and perfect different ways of working that they can carry over into larger or external projects. This way, they will be well-versed in collaborating from collective experience. Plus, internal projects can have time constraints or other unique requirements; by tackling these obstacles together, a team’s communication and coordination capabilities become enhanced and primed for even better efficiency down the line.

Final words

Internal projects like PidamosDe can be great for software development companies, as they provide a fun and creative outlet for the team. Not only can these projects add value to the company, but they also give staff a chance to learn new skills, collaborate on interesting ideas and work together on something that isn’t need-specific, often resulting in amazing products that can stand on their own. 

Unlike client projects, which only provide the opportunity to work on their specific requirements, internal projects give developers the freedom to explore and uncover untapped potential. With internal projects, developers can dive deep into areas that interest them and explore different approaches to solving problems. Additionally, the internal project also gives rise to great ideas that eventually become products in the market. By tweaking solutions and using processes developed for other projects, the team can come up with advanced solutions very quickly. Ultimately, all these benefits add up, not just in terms of greater profitability but in terms of learning as well. All of this makes taking on internal projects a great advantage for any development team within a software company.

The Key Takeaways

  • When it comes to making the most out of the talent of a software company like Scio, having an internal project can be a great idea with plenty of positive outcomes all around.
  • Among them, without the pressure of a client’s expectations, a company can review processes, smooth out collaboration, and even launch a product that benefits all in the long run.
  • However, these projects need experience and good management to achieve their goals, because a lot of people can work on it at some point, and that could create some issues to work through.
  • All in all, an internal project like PidamosDe offers a lot of teaching and learning opportunities that otherwise could be difficult to have with more conventional types of projects.

Scio is an established Nearshore software development company based in Mexico that specializes in providing high-quality, cost-effective technologies for pioneering tech companies. We have been building and mentoring teams of engineers since 2003 and our experience gives us access not only to the knowledge but also the expertise needed when tackling any project. Get started today by contacting us about your project needs – We have teams available to help you achieve your business goals. Get in contact today!