CorpSoft Doubled Client Satisfaction and Built a Referral Flow by Fixing Delivery and Operations
KEY RESULT • 1
3 new projects launched via referrals
KEY RESULT • 2
2x client satisfaction increase
THE CHALLENGE
Delivery chaos that pushed clients away and made the business hard to manage
CorpSoft didn’t have a sales problem. They could win work. The challenges started after the deal was signed.
Projects were slipping into fire mode. Clients complained, and some began to fall off due to inconsistent delivery. Around half of the portfolio was in the red zone based on CSAT metrics, meaning the project-related risks were critical. But the team had no unified system to measure project health or fix it consistently.
CorpSoft needed full operations leadership to rebuild delivery, resource planning, quality control, and account management. The company needed to protect key accounts, regain predictability, and grow on a stable foundation.
Client
CorpSoft
Headquarters
The US
Founded
2017
Company size
100+
Industry
IT services
“Half of CorpSoft’s projects were in the red zone, and another 25% were in yellow, with client satisfaction around 35–40%.”
Denys Rudenko
Wiseboard advisor
“Half of CorpSoft’s projects were in the red zone, and another 25% were in yellow, with client satisfaction around 35–40%.”
Denys Rudenko
Wiseboard advisor
TRANSFORMATION SCOPE
OBJECTIVE • 1
Stabilize delivery quality and make project health measurable
OBJECTIVE • 2
Build an operations system to align delivery, resource planning, quality & AM
Wiseboard brought in Denys Rudenko, Yalantis CEO and an experienced operations leader with over 15 years in IT services, to work with CorpSoft as a Fractional Chief Operating/Executive Officer.
Wiseboard brought in Denys Rudenko, Yalantis CEO and an experienced operations leader with over 15 years in IT services, to work with CorpSoft as a Fractional Chief Operating/Executive Officer.
“I had to build a custom delivery framework: a hybrid of PMI practices, Agile, project documentation, health dashboards, and resource planning changes.”
Denys Rudenko
Wiseboard advisor
“I had to build a custom delivery framework: a hybrid of PMI practices, Agile, project documentation, health dashboards, and resource planning changes.”
Denys Rudenko
Wiseboard advisor
From the first assessment, Denys identified that project health wasn’t measured consistently, resource planning lacked structure, quality controls varied from team to team, and account management depended heavily on the CEO.
Instead of patching issues one by one, Denys focused on full operations leadership. He worked directly with CorpSoft’s leadership to redesign how delivery operates end to end: from org structure and staffing models to delivery governance, quality control, and client-facing routines.
Here’s how Denys helped CorpSoft stabilize delivery, protect client relationships, and rebuild predictability across the business.
“After three months of work, I can already see a revenue uplift, and we’re close to a significant increase. We’ve resolved many delivery-related issues and more.”
Andrii Svyrydov
Co-founder & CEO at Corpsoft Solutions
“After three months of work, I can already see a revenue uplift, and we’re close to a significant increase. We’ve resolved many delivery-related issues and more.”
Andrii Svyrydov
Co-founder & CEO at Corpsoft Solutions
THE SOLUTION
Delivery optimization to protect margin and improve client satisfaction
Denys helped CorpSoft put an operations structure in place to make delivery measurable, improve resource planning, client retention, and account growth.
His approach had 3 stages:
Advisor
Denys Rudenko
Current Position
CEO at Yalantis
Key expertise
Delivery and OpsBusiness DevelopmentAccount ManagementProject Portfolio Management
Background
15+ years in tech; helped scale Yalantis from ~120 to ~500 employees in 6 years and drove ~40% annual growth
“After 3 months, only 15–20% of projects remained in yellow, the rest moved to green. Client satisfaction rose to ~80%, and CorpSoft launched 3 referral projects.”
Denys Rudenko
Wiseboard advisor
“After 3 months, only 15–20% of projects remained in yellow, the rest moved to green. Client satisfaction rose to ~80%, and CorpSoft launched 3 referral projects.”
Denys Rudenko
Wiseboard advisor
IMPLEMENTATION
Objective 1: Stabilize delivery quality and make project health measurable
Action 1. Introduce project health metrics
When Denys joined, CorpSoft was in the middle of a crisis; clients fell off because problems with delivery weren’t tracked and solved on time. So the first move was to make project health visible across the whole portfolio. Denys introduced a shared health model and CSAT (Customer Satisfaction Score) metrics so every project could be evaluated the same way.
Denys introduced CSAT metrics, so CorpSoft could see which projects were in red, yellow, and green zones.
This allowed the team to see what needed to be fixed first.
Action 2. Create a single source of truth for all projects
Once basic delivery health criteria were defined, the next step was making them visible in one place. Denys showed CorpSoft how they can track projects end-to-end in a single operational dashboard.
On the real example, Denys shared how project performance can be tracked in a single place.
Using proven practices from Yalantis and adapting them to CorpSoft, he helped design a project overview dashboard that combined what previously lived in silos:
Action 3. Make quality and execution standards consistent across teams
To reduce repeat issues and rework, Denys pushed practical standards into day-to-day delivery: baseline QA rules, clearer acceptance criteria (Definition of Done), and standardized reporting/doc templates.
Objective 2: Align delivery, resource planning, quality & account management
Action 1. Connect delivery, resources, and finances into one operating model
At CorpSoft, delivery problems often came from incorrect planning. Teams were fragmented across multiple projects, utilization wasn’t visible, and the financial impact was discovered too late. Denys addressed this by rebuilding how delivery and resource planning work together.
He introduced the Full Time Equivalent (FTE)-based planning, utilization tracking, and delivery economics (GPM, COGS). Leadership could now see who is overloaded, where margin is leaking, and which projects are structurally unhealthy.
Full Time Equivalent (FTE) formula to equal the number of hours worked by the typical full-time employee.
Action 2. Build an Account Management flow
Denys helped CorpSoft formalize account management as part of operations. He built a Delivery → Client Feedback → Improvement → Growth loop, supported by tools and ownership.
The loop worked like this:
Because this loop ran continuously, CorpSoft could start managing relationships proactively.
The end result: Delivery improvements no longer disappeared inside projects, they directly translated into higher satisfaction, stronger retention, and new revenue opportunities.
”The planning horizon changed, now CorpSoft can see revenue for the next 2–3 months across projects.”
– Denys Rudenko, Wiseboard advisor
BUSINESS IMPACT
SOLUTION
EFFECTIVENESS
IMPACT
Introduced delivery health tracking
Real-time visibility into project risks and client satisfaction
Centralized reporting into one dashboard
Faster decisions and earlier interventions
Implemented resource planning and utilization management
Predictable staffing and stronger delivery control
Built client governance and account management routines
3 new referral projects launched within 3 months
BUSINESS IMPACT
Solution
Introduced delivery health tracking
Impact
Real-time visibility into project risks and client satisfaction
Solution
Centralized reporting into one dashboard
Impact
Faster decisions and earlier interventions
Solution
Implemented resource planning and utilization management
Impact
Predictable staffing and stronger delivery control
Solution
Built client governance and account management routines
Impact
3 new referral projects launched within 3 months
“The processes we’ve introduced with Denys are practical tools, I can clearly see they’re working. We’ve stabilized operations and increased revenue.”
Andrii Svyrydov
Co-founder & CEO at Corpsoft Solutions
“The processes we’ve introduced with Denys are practical tools, I can clearly see they’re working. We’ve stabilized operations and increased revenue.”
Andrii Svyrydov
Co-founder & CEO at Corpsoft Solutions
THE RESULT
Within the first six months, CorpSoft moved from reactive delivery to a measurable operating system. Leadership can now clearly see project health, risks, and upcoming revenue. Denys continues to support CorpSoft in an ongoing advisory and operational support role.
Before
50% of projects in the red zone, another 25% in the yellow zone
Client satisfaction around 35–40%
No single view of delivery health or risks
No reliable planning horizon
Referrals were inconsistent
After
0 projects in the red zone, only 15% in yellow, the rest in green
Client satisfaction increased to ~80%
One dashboard showing delivery, quality, client signals, and risks
2–3 months of revenue visibility across the portfolio
3 new projects launched via referrals within ~3 months