Optimum Partner’s Philosophy of Flexibility and Innovation

In a candid discussion with Marco Gorin, the co-founder and CEO of Optimum Partners, we delve into the core philosophies and strategies that enable the company to maintain flexibility and adaptability in addressing clients' needs across diverse markets.

We discussed key development directions, the role of corporate culture in fostering innovation, and the company's successes in the US market.

1. What philosophy and current strategies do you employ to remain flexible and adaptable to your customers' needs in different markets?‍

The key is simple: Listen. We listen to our clients carefully. We listen in order to understand not only their requirements but also their pain points as well as their internal culture and processes. Based on this knowledge, we can then put forward proposals and implement team structures that have not only built-in redundancy but also built-in flexibility where we can quickly adapt to changing needs in terms of structure, allocation of resources, technical capabilities, and know-how.

2. What key development directions have you identified for OP, and how do they align with trends in the US market?

We are starting to take the necessary steps to grow an Ai practice at OP so as to be well-positioned to support the growing demand and opportunities in this space. Our past and present experience will allow us to continue to be relevant and able to assist both start ups as well as medium/large clients. We will continue to operate a dual approach serving startups as well as larger, more established clients as we believe that there are very important learnings from each that can be applied to either in the course of our work. We also believe that it is extremely important for us not to discriminate against work opportunities based on revenue size. By investing in startups at various growth phases, we can engage with new technologies and business models while contributing to what we know. This also keeps our team members interested and engaged which are key factors for talented engineers.

3. How does your corporate culture influence innovation and the implementation of new technologies within OP?

I think this is happening at two levels. On one level, we embed ourselves deeply into the clients’ teams. We are not just an order-taker organization as we are able to learn and, at the same time, innovate through close collaboration with the clients while cross-pollinating using usable knowledge we have gained elsewhere, thus innovating for a particular client. On a second level, we teach our engineers that there is value in looking beyond the scope, breaking things, making mistakes, and sharing knowledge. In that way, we foster innovation from within, and we bring it to our clients to their own advantage.

4. How do OP's vision and tactics contribute to your success in the American market?

The US was built on collaboration, innovation, transparency, commitment, and hard work, among many other things. I think that there is a lot in common between how we operate and how US clients like to operate, including our communications protocols and partnership approach. Together with that, we have also reached a level of visibility within and trust by large reputable US firms, which not many others in this field have the fortune to be able to show. There is a trust element now built into our offerings and brand.

5. What are the key strengths of your team that provide a competitive advantage in the US market?

Domain knowledge, innovation, flexibility, adaptability, communications, availability, commitment, and loyalty are some of our key strengths.