Since 2021 SOWA has delivered more than 30 projects for banks, telecom operators and property developers. Below are three representative software development cases that illustrate how we reinforce in-house teams and take projects on end to end: from framing the task and choosing an engagement model to a measurable result.
Each case below is a real type of task from our practice in a specific industry, with a description of the challenge, the solution, SOWA's engagement model and the outcome. For NDA reasons we do not name specific clients publicly — but details and references are available on request.
A retail bank was preparing to launch a new version of its mobile banking with payment acceptance through several processing partners — Uzcard and Humo card payments, plus international transfers under the SWIFT / ISO 20022 standard. The in-house development team was fully loaded with run tasks and support of existing services, while local hiring of senior backend engineers with payment integration experience took months — the release risked missing deadlines agreed with partners and the regulator.
SOWA assembled a dedicated development team — four backend engineers in Java/Kotlin, a QA automation engineer and a DevOps engineer — and brought it into the first sprint 14 days after the contract was signed. The team designed idempotent transaction processing, implemented retries and reconciliation with processing partners, and set up monitoring and alerting against the payment gateway availability SLA.
"SOWA closed our senior positions in 10 days, when local hiring had already been stalling for two months. Code quality and communication are on the level of an in-house team" — that is how the CTO of a fintech company describes the outcome.
The project ran under the IT Outstaffing model: SOWA engineers worked as a direct extension of the bank's team, following its internal processes, code review standards and information security requirements (ISO 27001, NDA). Six months after launch the team continues to support the payment loop and develop new payment methods — instead of a one-off project the bank gained a steady source of qualified engineers without the cost and risk of direct hiring.
A telecom operator was running a billing system written more than ten years earlier: any change to tariff logic required weeks of manual testing, and subscribers could not manage services themselves, contacting the call centre every time. A growing subscriber base and new tariff lines made running the system in its current state expensive and risky.
SOWA audited the billing logic and architecture, moved tariff rules into a separate service with versioning, and developed a subscriber self-service portal — web and mobile — with a personal account, charge history and service activation without operator involvement. Integration with the billing core was implemented through an asynchronous message bus, which allowed the system to be updated without interrupting subscriber service.
The project was delivered under the IT Outsourcing model: a fixed scope at the audit stage and agile sprints during portal development, with SOWA fully responsible for the result. After launch, the share of call centre contacts about routine billing questions dropped noticeably, and the portal became the main self-service channel for subscribers.
A residential property developer was preparing to open sales for a new residential complex and ran into a familiar problem: the sales team tracked leads in spreadsheets and messengers, and there was no website with an up-to-date unit availability grid or booking statuses at all. Six weeks remained before sales opened, and any delay meant losing the momentum of the ad campaign and part of the incoming leads.
SOWA designed the solution architecture during the tech consulting stage and, on a tight schedule, developed the residential complex website with an interactive unit availability grid, filters and online booking, plus a CRM for the sales team with a single lead database, automatic distribution of enquiries between managers and integration with the call centre and 1C. The website and CRM exchange data in real time: a unit's status on the site changes as soon as a manager marks it as booked.
The work combined two models: architectural decisions within tech consulting, development under the IT Outsourcing model with a project team of four. The website and CRM launched in time for the sales opening without moving the date; after the CRM went live, lead-to-deal conversion increased and the sales team gained a single view of the funnel instead of scattered spreadsheets.
Tell us about the task — we will choose an engagement model (outstaffing, outsourcing or consulting) and the team to match. Most of our banking and telecom projects run under NDA and are not shown publicly — that is part of our reputation too. On request we will show more cases and references under NDA.
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