Inside Nearshoring Online Show Pilot - Interview with Cyril Samovskiy

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V I D E O I N T E R V I E WALFIE: When it comes to your current clienteleand what you've been building, what would yousay is the hardest part about what you do?What's the most difficult thing about being asupplier? Because obviously, I would assumethat the hardest thing about being a client ispicking a provider, right? But what's the hardestthing about being a provider?CYRIL: I think, and you touched upon this when asking your previousquestion, it is a challenge for us as a supplier or a vendor to convince ourclients to listen to us or to trust us. Clients may be coming because theirmarket is very much limited, or they need to be able to scale up or down veryfast, or they are seeking for specific technology talent that is not as availableto them on the market or else. But the thing is once they come to a vendor,like ourselves, they have to be hearing and listening to what we advise. We'renever making the decisions on behalf of our clients, but we are very proactivein our intent to be sharing what we already know. Because otherwise, if we arenot accumulating this experience from previous years of ours and fromknowing hundreds of clients that we have been working with, then what wouldbe our value that we charge money for. So, there is a good percentage ofclients, who are sure that they need nearshoring services, who are certainabout Ukraine and Mobilunity as a company, but then, when they come to us,they stop listening to us. They may be doing their own things just because itfits into their process or things that were common for them in otherdestinations like Asia. The thing is that we want to be heard and we areapplying our best effort in our intent to be explaining and proving that ourexpertise often is of a big need and value to our clients. This is a challengingpart, maybe even the most complex, if there is a full trust in between thecompanies. And that doesn’t mean that we, as a provider, are always right. Weare never telling a client how to act. We are bringing up the knowledge, therisks, the best practices, the cases we used to have and we provide therecommendations of the same. The decision will be still on the client, but ifthis decision is made with the educated mind, that will probably be the bestway of utilizing our model, our expertise and our service.ALFIE: When we talk about education, where would you say is a good place tostart learning about nearshoring? Do you have things that you post orpresent? Is it some platform? What would you say is the best way to learnabout it?CYRIL: I can immediately mention that probably one of the most trustworthysources for information are peers around every business. We are certain thatin Europe specifically, if you ask your peers about their experience withnearshoring, I can be giving you a like a 90% guarantee, that most likely therewas somebody, who already has an experience like that. These little storiesmay be initially incomplete or they may be something too radical or toostraight. These things, if they are being asked one by one and not otherwiseget involved altogether, may be a little bit confusing, but once you get 3-4opinions from the peers around you, I'm pretty sure that you wouldunderstand that there are things not worth doing.
V I D E O I N T E R V I E WThen it comes to to choosing the model and thevendors, who are capable providing such modelslike outsourcing, outstaffing, dedicated teams,managed teams, freelancers, R&D centers then, ofcourse, you start reading a little bit of blogs, butthe most blogs are still written by the people whoare whether trying the services or who are actuallyproviding them.And then it comes to a choice of a couple of vendors, who might be on yourshortlist, who you think are a fit from just the visual perspective, you exploretheir website, you see what they are writing about, what they're telling andthings like that. Talking to these people would ideally bring any potential clientor person interested to a point whether when the person realizes that allmodels are not for them now, or the end point, when the potential clientneeds to define what's the most important to them now. Such tips, such tricks,such methodologies are probably the same in every industry. That's why I'd liketo say it wasn't a question, that is easy to answer.On other hand, if I would go for any service, I'd probably do the same. Thereare also people, who are in this industry, who are not prompting you to buyfrom them right away, they are just sharing a little bit of insight: your showprobably would be one of such sources, my LinkedIn could be one of suchservice, my blog on some platform might be such a source, the webinars somePolish company might be doing could be such source of information. Just amatter of how much time you might be willing to devote to getting prepared tothis kind of analysis and conclusions. But I think overall that the structure ofthe approach would be probably like this.ALFIE: You’ve mentioned a few things that I want to touch on at least. I heardthe term “freelancer”. I know that a lot of people would be asking what’s thedifference between me paying somebody directly and me dealing with thiscompany. Could you give us a bit more information why not to use afreelancer and is nearshoring and freelancing the same thing?CYRIL: Firstly, I wouldn't advise not to use freelancers. Even to clients of ours,if they come over and they are hesitant, we tend to be asking some questionsto understand if they really need a vendor or maybe the freelancing modelmight be a fit for them. When it comes to freelancers, I think the most trickypart is that you deal with the individuals, not the company, and the liabilityand responsibility would be exactly the same as the model operates. If you areworking with a freelancer, you may be very lucky in getting an amazing personand you would be happy not to be paying any extras to a vendor betweenyour company and the actual executor, the freelancer. On the other hand, thefreelancer himself might be in a good need for some environment or someprocess that we, as the vendor and supplier, are providing. In this case thefreelancer for some companies in some models might be more effective withinour ecosystem, than working directly. On the other hand, maybe the company,who comes to us, as a vendor, wants to ensure intellectual property handling,for example, or they want to ensure there is a proper tracking of what isactually happening on the freelancer side without screen capturing or thingslike that, but they still want to be ensuring that this freelancer is physically athis desk, if it's in the office or is reporting in details on what exactly was doneor maybe they would like to do their code commits twice a day, for example.
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Inside Nearshoring Online Show Pilot - Interview with Cyril Samovskiy

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