Outsourcing IT development: extending your team from Uzbekistan

Team extension versus handing over a project

Handing over a whole project means the vendor owns delivery end to end and you review the result. Team extension is different: our developers work inside your process, your board and your repository, and your lead sets priorities. The commercial paperwork looks similar; the day-to-day is not.

Extension suits companies that already have engineering leadership but not enough hands. You keep architectural control and lose no context, while capacity goes up for as long as you need it.

Full delegation suits companies with no technical staff at all, where someone has to own decisions as well as execution. Choosing the wrong one is a common and expensive mistake — a client with a strong CTO does not need a vendor making architecture calls, and a client with none should not be handed them.

Working with legacy and PHP codebases

A large share of working business software in the region runs on PHP: order systems, portals, internal panels written years ago by someone who has since left. PHP development outsourcing is rarely about greenfield code — it is about keeping something alive while carefully changing it.

We start by reading the code and the database before promising anything. What we look for: where business logic actually lives, what is duplicated, what breaks if a field changes, whether there is any test coverage, and how deployment currently happens.

The output of that pass is a short written map of the system and a list of changes ordered by risk. Cheap and safe items first, structural rework only where it pays for itself. Rewriting a working system from zero is occasionally right, and far more often it is just the most expensive option on the table.

Where a rewrite is genuinely justified, we do it in slices — one module at a time, running alongside the old one — instead of a single switchover night that nobody can roll back.

Stack and what we do not pretend to do

We build web front-ends and back-ends, mobile applications, admin panels and integrations: CRM, payment providers, warehouse and accounting systems, Telegram bots. Analytics and event tracking are set up as part of delivery, not as an afterthought.

If a task falls outside what we do well, we say so at the scope stage. A vendor that accepts everything is a vendor that will learn on your budget, and that lesson always shows up in the timeline.

Offshore work only functions on written rules

Offshore IT outsourcing fails on communication far more often than on skill. Distance turns small ambiguities into weeks of wrong work, because nobody is sitting nearby to notice. The fix is unglamorous: write things down.

Our baseline is a shared board where every task has an owner and a status, one chat channel for questions answered within the working day, and a working build to click through at the end of each cycle. Anything decided in a call goes back into the board in writing.

Tashkent is UTC+5, so there is a full shared day with Europe, the Gulf and South Asia. Where the overlap is short, we agree on fixed call windows rather than expecting instant replies at random hours.

Managing risk before it becomes a problem

Access is the first risk. Production credentials, hosting and databases stay in your accounts, with scoped access granted to the people who need it. We do not build a situation where a vendor holds the only keys.

Continuity is the second. More than one developer on our side knows each part of the work, and setup instructions live in the repository. Nobody should be able to stall your product by going on leave.

The third is scope drift. Changes are normal, but they get written down, estimated and prioritised rather than absorbed silently — silent absorption is exactly how deadlines slip without anyone being able to explain why.

Handover: what you should receive

At the end of a stage you should get the repository with readable commit history, environment configuration described, deployment and rollback instructions, database schema notes, and design sources. If any of that is missing, you have rented software rather than commissioned it.

We hand these over during the project, not at the end. That is deliberate: a client who can already deploy the current build has real leverage, and a vendor who knows this behaves better.

When a project moves back in-house, we run a walkthrough with your developers and stay reachable for questions during the transition period agreed in the contract.

Budget, contracts and local specifics

Development is priced per project. The drivers are scope, integration complexity, the state of any existing codebase, and how much of the work is investigation rather than construction. Legacy work carries more unknowns, so we estimate it in stages instead of one binding number.

We work under contract, with payment in local currency or US dollars. For clients who also need traffic and content around the product, targeted advertising, SMM and video start from $500 and SEO from $500 per month.

Products we have delivered include LoadMe, an application for freight carriers with 7 946 users, and B2B lead systems for MSC in medical equipment and Leader Audit in audit services. Different industries, the same working method.

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