Sid, an engineering manager at a large multinational corporation, had been in overdrive since receiving a call from his boss that morning.
His boss outlined an ambitious project: build and release a set of critical features to the market within three months. An additional $1M budget was approved, but the timeline was non-negotiable. Sid knew it wasn’t feasible to hire talent in such a short time, so his only option was to rely on vendor partners.
The week was a whirlwind for Sid.
He scrambled to gather requirements, draft a Statement of Work (SOW), and submit it to the finance team.
He spoke to multiple vendors, finally narrowing down to one that seemed capable of a quick turnaround.
He worked closely with the product manager and solution architect to ensure the requirements were crystal clear and ready for development.
Everything seemed to be falling into place—until it wasn’t.
Sid eagerly awaited updates from the vendor, only to find himself stuck in a vicious cycle of follow-ups. Days turned into weeks with no progress. Frustrated, he finally called the vendor manager, only to hear the dreaded words:
“We don’t have the bench strength to support this project. Hiring is in progress.”
Sid was furious. If hiring from the market was the solution, he could have done it himself. He chose the vendor for their supposed readiness and capacity.
Despite his insistence, the vendor couldn’t reassign people from other engagements, leaving Sid empty-handed. His boss called daily, pressuring him for updates on the critical project. Sid’s colleagues were also running short on resources and couldn’t offer any support.
Sid was stuck, tired, and desperate.
Just then, his phone buzzed. It was Che, an old friend who ran a small consulting firm.
Che: “Hey, bro! What’s up? You sound drained.”
Sid: “Man, it’s been a nightmare. I’ve got the money and a project that’s ready to go, but no one to work on it. What about you? How’s your new project coming along?”
Che: “It’s a mess too. I rushed to build a team, paid a premium to hire talent, and now we’re sitting idle, waiting for the client to kick things off. I can’t afford delays like this.”
Sid: “This is crazy! I have work, and you have idle talent. Why can’t we just work together?”
Che (laughing): “Yeah, you could onboard me as your vendor, but your company only works with big partners.”
Sid: “I’m serious.”
Che: “I’m serious too. But the system doesn’t allow for this kind of flexibility. There needs to be a better way.”
Sid: “Then let’s change the way of working.”
Che: “How?”
This conversation captures the essence of why traditional IT management models are broken and how platforms like AiDOOS are rewriting the rules.
With AiDOOS' Virtual Delivery Center (VDC) model, companies can:
Onboard Talent Instantly: Sid could have tapped into a global pool of pre-vetted subject matter experts (SMEs) without the constraints of vendor contracts or bench availability.
Pay-as-You-Go: No need for costly, long-term vendor agreements. Sid would only pay for work done.
Flexibility Across Teams: Che’s idle team could have seamlessly contributed to Sid’s project, maximizing productivity and reducing downtime.
Simplified Processes: No lengthy SOW approvals or vendor negotiations. Just publish tasks, and AiDOOS assigns them to the right experts.
Sid and Che’s frustration highlights a growing need for agility in IT management.
Why limit yourself to a handful of large vendors when platforms like AiDOOS offer access to a global network of specialized talent, ready to tackle your projects on-demand?
Sid’s idea of “changing the way of working” is no longer just a dream. With AiDOOS, companies can embrace the VDC model to eliminate delays, optimize costs, and deliver projects on time.
Say goodbye to the frustrations of traditional IT management. Discover the AiDOOS advantage: Visit AiDOOS today.
