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In Practice: Why We Push Back
In Practice is a recurring column about what actually happens inside software engagements. Not frameworks, not advice. What we find, what goes wrong, and what it means.
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Discover insights, tutorials, and stories from our community. Stay up to date with the latest trends and best practices.
Featured Articles
3 articles (Updated )
Why Outsourcing Software Development Fails Most Startups
Most founders who've been burned by an agency tell the same story. The timeline slipped, but not catastrophically. The deliverables were hit, more or less. The handoff happened. And then they were left holding a product they didn't fully understand, built on decisions they weren't consulted on, by people who had already moved on to the next contract. That's not a horror story. That's the outsourcing model working exactly as designed.
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The Lease Analyzer Was Ready. I Just Kept Building.
Project Turnkey started as one thing: an ML-powered lease analyzer. Clear problem, clear value. I could have had it behind a paywall in two weeks. Instead, I kept building — and the reason wasn't what I thought it was.
Recent Articles
3 articles
MVP Development for Startups: Why Most Shops Build the Wrong Thing
Most MVP shops are built for a customer who arrives with a clean spec. That customer is rare. The two common types — conviction-stage founders and founders burned by a previous build — both get served poorly, and the wrong thing gets shipped every time. Here's the failure pattern, the alternative, and how to filter for the version that actually works.
What Is a Fractional CTO? (And How to Know If Your Startup Needs One)
You've heard of fractional CFO. A fractional CTO is the same idea applied to engineering and technical leadership. Here's what the role actually owns, when it's the right move, when it isn't, and what to look for if you decide to find one.
The Case for User Feedback Gets Stronger When the Stakes Get Higher
A reader pushed back on a recent post with a fair point: the companies ignoring user feedback are often doing it out of desperation, not arrogance. Here's why the constraints make the case stronger, not weaker.
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