About REEA Global.
I had just sold a SaaS business we spent several years building. Like most founders, I relied heavily on outside engineering teams to do it. We outsourced because we had to, not because it was ideal. And like most founders, I lived with the results long after the work was delivered.
After that business was sold, the president of the engineering firm we used for much of the build called to ask if I wanted to start a new software engineering venture together in the U.S. My answer was a quick no. Not because there wasn’t demand, but because I’m a builder—not a consultant—and I wasn’t interested in creating another firm that delivered work and then walked away from the outcome.
Instead, I started asking people I trusted—founders, CEOs, and other executives—what actually frustrated them about outsourced software development. The same themes came up again and again, many of which I had experienced firsthand:
- Poor communication
- Limited transparency
- Constant team turnover
- Inability to scale without things breaking
Outsourcing software development was inevitable. The experience, however, was consistently bad. That’s when it became clear there was an opportunity to build something different.
