SM: We want to stay very core to our knitting. We know what we do really well and while we have great ideas, execution on marketing that the resourcing and the talent that you need to do that is a different ballgame and a different approach. We’ve always thought and always considered that if you confuse your customers by saying I do everything, then you end up doing nothing for your customer. So our goal is always that we build really great mobile applications. We do all of the work here in Toronto. That’s one of the factors of our team. Everyone sits within the same four walls. It’s always hard to turn down someone who wants to give you money to do something. Over the course of time, we’ve learned that those are distractions to our core business. While the money is great in the short term, they end up being distractions and sometimes detrimental to the overall vision and purpose of the business.SM: App development Chicago We are fortunate today to have a good pedigree of history behind us, but also to have stable long-term customers who turn to us when they need expertise on building, maintaining, and enhancing their mobile experiences. Large brands mature over the course of time. We first started in this business when mobile was a build it and forget it type of approach. You build the application, you put it in the store, you did your best to get people to use it, and then maybe once every 6 months when Apple introduces something new, we go in and enhance the application and do the same cycle over and over.Today, we have customers that are aware that they need to be constantly working to enhance the mobile experience either on a monthly basis or a quarterly basis so that they can stay relevant and top of mind in the very quick and ever-changing world of mobile today. Our business grew on the backs of projects that we would staff the team up. One of our realizations, I would say about three years ago, was that sometimes we weren’t able to sustain that level of business. It’s always been profitable and when we started noticing that we are creating work for employees, we were investing in building products and realized that we have some good ideas here, but if we ever wanted to do that we shouldn’t use the funds that are coming out of the services business to fund that product business. It should have a separate team to deliver those things. We needed to have more focus in terms of what we wanted to do and we need to realign our team size and staffing with what we currently had in the pipeline. That was probably the hardest lesson and making sure we remained profitable at all times and that the business was a healthy one and not a business we were running or the sake of running. visit;- https://www.fortifive.com/