CorpSoft Doubled Client Satisfaction and Built a Referral Flow by Fixing Delivery and Operations

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.

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.

Using proven practices from Yalantis and adapting them to CorpSoft, he helped design a project overview dashboard that combined what previously lived in silos:

• Delivery performance (schedule, scope, risks)
• PM ownership and audit results
• Quality signals (bugs, defects, QA status)
• Client signals (CSAT, ESAT, incidents)
• Financial indicators (invoices, debt, margin risks)

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).

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:

• Delivery runs with quality standards, reporting, and health metrics
• Client feedback is collected systematically (NPS, CSAT, monthly reviews, QBRs)
• Issues, risks, and requests are logged as claims/issues/opportunities in Jira with owners and deadlines
• Delivery fixes root causes and adjusts execution, staffing, or scope
• Account management returns to the client with resolved problems, improved performance, and concrete upsell or expansion proposals

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