Myth #1: All Our Development Teams Are “A” Teams

Clients expect their software and application development providers to offer insights and guide them effectively through the development process. This typically involves a two-tier sales cycle: Selling and Delivering. Aligning these two cycles is crucial.

Providers often showcase their best thought leaders, sellers, and development experts during the sales process. But after the sale is closed, will the same “A” team handle delivery? Unfortunately, the answer is often no. These top-tier professionals may move on to the next deal, leaving the client with a delivery team that doesn't match the caliber of the original "A" team. Providers might claim that all their teams are "A" teams but based on my experience with numerous $100-$500 million global software implementations across various global systems integrators, I can assure you that this isn’t always true.

Even the largest and most successful global SIs (System Integrators) have A, B, and some C teams. While they may not admit it, maintaining a bench of superstars consistently is incredibly challenging. So, how do you avoid ending up with the C team? It’s crucial to establish a clear, documented understanding with your provider regarding the sales and delivery team profiles and their responsibilities. This won't guarantee a flawless delivery, but it will certainly improve your chances. Here are some key questions to ask and points to consider:

• Will the sales thought leaders be responsible for delivery? These individuals have worked closely with you and your team for months, so it’s critical that their knowledge doesn’t disappear after the contract is signed. Providers may say it’s impossible to contractually guarantee the delivery team composition—don’t believe them. It’s negotiable.

• Who will lead my specific delivery? Savvy buyers will interview and vet key delivery leaders before signing a contract, ensuring their 100% participation throughout the project. Providers might insist they can’t commit specific people contractually and need to share resources—again, don’t believe them. They can, and they do.

• What happens if key delivery leaders leave the project? This is another issue that should be discussed and documented before signing a contract. Turnover is inevitable, so it’s essential to have a clear understanding of replacement and succession planning.

Having the right team for your project is critical to its success. Many large development projects have failed due to being staffed with the wrong delivery team, disconnects between the sales and delivery teams, or high turnover.

At Aquilae Partners, we help our clients reduce risk, get better value, and build stronger relationships with their delivery providers. If you’d like to discuss this further, please contact Dan Dempsey at dan.aquilae1@gmail.com, and we’ll get back to you promptly.