Convetit is a web based application for creating think tanks to make decisions, develop web content, monetize insights, engage stakeholders, make impact. It is easy to use: invite other thought leaders to compile unique insights and supporting materials over a days, expand the discussion to relevant LinkedIn Groups and the social web, embed ThinkTanks into any site.
Thomas O’Malley, the founder of Convetit, hired Letzgro developers to push the product to the next level. Letzgro has received the codebased over github and made initial analysis of the current codebase.


The Client


“I identified Letzgro being strong development talent shop at first glance, and their recommendations and guidance on each stage of the development only proved it.”

Thomas O’Malley, founder and CEO at





“Cream.HR are masters of top notch startup management techniques such as lean startups, customer development, agile and scrum software development techniques, and it made collaboration very efficient. That is how the quick launch of web application became possible.”

Ihor Pidruchny, CEO at Letzgro
Product managers, CTOs and non-technical founders involve Letzgro, temporarily or permanently, to scale up development capacities and deliver mobile and web applications to market quickly, in high quality, through
entrepreneurial, transparent and knowledge-sharing collaboration.Entrepreneurial spirit inspires us to bring maximum value and quality into each project and customer experience.


Usually reasons for technical debt include may be one of the following:

Wrong architecture of the product, caused either by poor technical decision making or misalignment between product management and development departments;

Frequent redevelopment within constains of deadlines; frequently changing requirements make developers change separate components which are now interconnected and were built with a thought of initial requirements;

It needs to be mentioned that technical debt is practically inevitable aspect in software development process. It is the issue of every project which is being developed under pressure deadlines, and we had to solve that problem.


Letzgro proposed approach to manage the accumulated technical debt with the following suggestions:

Finalize the targeted scope of features on current code base, given the businessside goals that could not be postponed:

    1. onboarding of new clients that needed specific functionality
    2. demostrations to potential investors

Initiate the new version which based on totally new architecture which would inherit some components and UI the current solution;

Freeze development of new features on old codebase once business wise critical list of features is implemented.


Couple of things happen when you have decided to run the code refactor:

  2. You will not produce new features during the refactor period. Thus it is important to ensure understanding from other departments why suddenly developer’s work is not reflecting in visual results.

  4. Being in production and servicing your customers, you will want to finish the refactoring as soon as possible; thus consider allocating a bigger team onto it; apparently it will require additional budget. Be sure to explain your business department that this is an investment that shall improve velocity of further development and reduce total cost of ownership.


As usual, these tools are part of the process:

Daily skype calls;

Task and time tracking through JIRA;

Github for code repository and version control; daily commits;

Emailing list with every team member included on the list;

Friendship between business and development departments.


“Working with Letzgro is a pleasure, I am impressed by their professionalism. The work they do is always top notch. Project managers ensure continuous communication with developers, and their transparency leaves no place for doubt when it comes to the excellence of the work on the project.”

Thomas O’Malley, founder and CEO at