AerelonTech

Is your digital transformation on track to its revenue target or cost saving?

You may be over multiple strategy projects, delivered great ideas and client started executing, but as time goes, no tangible revenue increase, nor cost savings materialized.

Half the budget in IT goes to maintenance, refactor, firefighting outages, SLA fees broken, instead of the features that earn revenue and market share, dragging down your strategy.

Your competitor or peer just launched a feature your customer wanted for a long time, but your team still struggles to deliver it over the finish line for months or years.

Our engagement model

From that slideware in your strategy deck, half-baked prototype or idea to real revenue doesn't have to take years, we can do it under 3 months.

Light discovery to identify the top client needs, risks, gaps and mitigation strategies warranting a 10x revenue target over cost base.

September 2026

Setup call

Collect docs (RFP, tech, scope)

Docs handed over

Initial assessment

Ask clarifications

Analyse gaps, mitigations

Send report

Client: digest report, ask questions

Go/no-go

Input needed

Source

Potential gaps, risks

Delivery
plan

Envisioned scope

Request for Proposal

Under-defined, open scope, fix costs and timeline, large scope

Business challenge

Strategy deck

Feature focus instead of outcome focus, unbalanced KPIs, adoption metrics

Initiatives planned

Blueprint, playbook

Diverging or competing initiatives, untested assumptions, unfit for current tech

Tech landscape

Tech stack, architecture overview

Talent shortage or cost, availability, complex landscape, not invested into automation, tech debt, core or other components' limitations.

1.Discover

On a few initial calls we outline the challenge, what has already been built and we set up the business goal and project parameters together. In this we cover your tech landscape, talent pool and strategy initiatives. You get a list of gaps and how to bridge them, and risks with mitigation strategies.

During scope, we align on our ONE team approach with the client and prepare all pre-requisites necessary to set up the engagement for success.

Depending on scope complexity, this stage can be shorter, or on better calibration needs on the scope this might take longer.

Sep 2026

Oct 2026

W38

W39

W40

W41

W42

Scoping workshop I

Talent interviews

Scoping workshop II

Scoping and delivery strategy

Offer

Digest, questions and answers

Decision & sign

Further inputs needed for a customized commercial offer:

In-depth documentations

Discovery report: previously created is the backbone of the delivery approach, further docs identified and requested as part of the preparation
Design prototypes: existing or in-progress designs, concept art, prototypes shared

Scoping exercises

cut: narrow to core assumptions, remove all excess features and needs
shift: prioritize disproving core assumptions, redesign around those for an end-to-end working product

Client interviews

talent: selecting best fits for increased outcome as strategic initiative
stakeholders: expectation map and working relationship for timeline feedback during engagement

Letter of Proposal - delivery approach

product frame - business objective and core assumptions
delivery strategy - cadence, roadmap, components
our commitments - staffing plan
client commitments - staffing plan
tech fit - architecture first cut, impact short and long-term expected
commercial offer - cost structure, payment conditions

2.Scoping

Key step for any successful digital project is to descope anything irrelevant to the revenue goal. We do this together on workshops, interviews, shared documentations under NDA and you get a Letter of Proposal for joint delivery. In this phase, you get value by identifying what is just deadweight in the scope, greatly increasing project success chances.

Delivery engagement strict cadence with steering opportunities preset, final staffing on signed Statement of Work and kick-off invites sent.

Two weeks cadence repeating 6 times throughout the 3 months long engagements. Extension or shortening available in increments.

Task

Building & testing

Refinement

Design

Review OR Demo

Retro & planning

Office day

September 2026

Building & testing

Refinement

Design

Review OR Demo

Retro & planning

Office day

Sprint planning

Building slice

Release & testing

Review/demo
for feedback

Sprint planning: bi-weekly short internal alignment for the team, they pick and commit to next two weeks of scope. The commitment is short, a second track of refinement and design loop ongoing prepares the content offline and focused.

Building slice: daily engineering focus work, team independently moves ahead, raises impediments to team leadership who then takes it on themselves to unblock. Continuous run while builders themselves pick the next scope content and refine it.

Release & testing: from weekly it becomes a daily exercise to push everything to higher environments until the decision to launch for users becomes a solely business one without technical blockers. (Feature flags ensure everything deployed and stable, but unreleased for real customers until Review and feedback enables.)

Review/demo for feedback: internal sprint reviews and stakeholder demos held bi-weekly ensures a quick feedback loop of build and learn, keeps the team aligned on business goal and gives a platform to safely pull in executives for steering.

3.Deliver

On signing the Statement of Work, our ONE team jointly delivers the agreed upon vertical scope in the delivery window, launched to real customers and starting to acquire revenue. We steer the project with you, on bi-weekly working demos, this ensures the project delivers real value as it progresses.

We stay in orbit for hyper-care after engagement finish so our teams can ensure seamless take-over and upward trends for revenue.

By this stage, client team is fully in the driving seat and running stand-alone, however with lower velocity due to less staffing, as expected.

Sep 2026

Oct 2026

Nov 2026

W38

W39

W40

W41

W42

W43

W44

W45

W46

W47

W48

W49

Engagement

Hyper-care

Bi-weekly check-in

Bi-weekly check-in II

Bi-weekly check-in III

Bi-weekly check-in IV

Long-tail

AerelonTech
drives

Client PO owns feature priority from day 1!

Client
drives

First months

Our tech and delivery leads in the driving seat, leading presentations, preps, day-to-day operations

Last month

Client leads take over with our leads shadowing during day-to-day cadence

Hyper-care

Pre-arranged available bandwidth through retainer, bi-weekly check-in call 1 hour slot to keep touch on the pulse.

Long-tail

Vendors taking over for long term support over sub-domains that require it, e.g. cyber-security posture.

4.Hypercare

On project end, our team gradually rotates off and your in-house talent takes over the driving seat. We can support you as long as needed for your team to be stand-alone. Naturally for one-off questions, all team members will be reachable for foreseeable future.

The real projects worth doing are hard, not impossible.

Apprehension to empty promises are understandable, failed digital transformations are commonplace. We have done the successful ones, we delivered against odds, and we repeated the feats. Now we know how to make your project successful.

3 months sounds like a stretch, yet we have done it many times.

Scope is the undisputed king. Creeping it is always tempting. Strategic "No" means more than any "Yes".

3 months sounds like a stretch, yet we have done it many times.

The same key for each time: "scope" is the undisputed king on the heap of failed projects.

Saying "No" to a good idea worth 1000x more than "Yes" to everything.

Every project starts with the best intentions: great feature ideas, customer problems to solve.

Yet, there is always more work and ideas than what can be done.

By saying "No" to the right things, we ensure the real customers met with the product they are going to pay for.

Creeping the scope from the backlog is always tempting, launching to real customers is risky. Only the latter creates lasting value to your organization.

"No"

Scope creep

Backlog

A nimble foreign company adapts faster and motivated deeply.

Large orgs bring additional processes and a digital transformation programme already run a lot of those. We deliver. A team, not part of usual decision chains can cut through to results more effectively.

A nimble foreign company adapts faster and motivated deeply as their incentive is aligned purely to the business outcome.

One team, empowered with decision making where need arises, tasked with business goal to achieve

International partner organizations delivery capability on loan

DX programme in-house, talent acquisition and drop-in

Leadership practices and culture initiatives

Decisions are not made on the level closest to their effect

Revenue generating digital product with real customers under 3 months for build.

Language barriers are not as tall in the 2020s as they were before.

Practice of English, industry materials and presentations, automation tools, translators, and in-person collaborations all pierces the barrier. We partner with your bi-lingual talent, not acting as a remote silo.

Language barriers are not as tall in the 2020s as they were before. Today is easier to work together globally than ever before in human history.

Propagation of ideas is the first step to successful projects, yet without senior judgement, it is just overwhelming noise.

Automation, LLMs, translation tools

Industry materials, speeches, presentations, keynotes, booklets and brochures written in English for global audience

Language barrier

In-person communication, audio-visual communication

Consuming English content, especially for younger generations

When the backlog stretches long, first wrong instinct is to hire more instead of asking, is this item worth it now?

All ideas and feature wishlist goes to the backlog, but not all have the same weight. Solving a pain sells products, not the amount of features, aim deliberately. Reorganizing around most impactful, earliest assumption testing items saves projects.

When the backlog stretches long, first wrong instinct is to hire more instead of asking, is this item worth it now?

Headcount is not solving the problem of unable to say "no" to good ideas, just creates large orgs with no guaranteed improvements in outcomes.

5 FTE, 100 line backlog

Before hiring for backlog length

10 FTE, 250 line backlog

During scaling the organization, ideas come faster then they can be executed

25 FTE 1000 line backlog

Hiring can't ever keep up with the backlog

Velocity is not the enemy of quality, it is the enemy of waste.

Waste is when effort put into it, but never released, never reached an audience. Velocity helps finding your audience early, it doesn't excuse low quality. Velocity is taking calculated risks and validating assumptions early. We use scope as lever for velocity, never quality/reliability/safety.

Velocity is testing assumptions early, take calculated risks, fail gracefully when outside of happy path, connect to real clients as early as possibly.

Velocity is not the enemy of quality, it is the enemy of waste. A project is wasted if it never reaches the audience it aims for.

Risk avoidance

Tech debt build-up

Oustanding quality expectations.

No edge-cases can fail.

Small-risk decision by committee

Implicit decisions stuck for long time ("It made sense when it was made.")

Strict guardrails applied too early

Cost of talent rises, employer branding challenges

Velocity
(Time to Market, Release Frequency)

Too late: fail anyway.

Coding agents do most of the groundwork, senior judgement is now scarce on what that work should look like.

Typing the code was never the bottleneck on successful products. Judgement which assumption is to test first, which one breaks the commercials is scarce. Masters know how to use the least energy to achieve a goal, AI today is brute-force. A necessary tool that needs careful aim.

Coding agents do most of the groundwork, senior judgement on what that work should look like and which assumptions to test first is scarce.

Masters of their craft know how to use the least energy to achieve their goal, genAI today is brute-force. (A necessary tool that needs careful aim.)

Senior expert judgement

Strategic direction, digital initiatives

Code generation, product building throughput

Your own digital lab that creates real revenue with the least amount of effort necessary.

Sample our track record of outcomes

Wide array of challenges we faced in the past, in all cases, we delivered business impact through the best approach needed. See 3 of our dozens of stories below:

Launched E2E fully digital unsecured cash loan channel with 17+ integrations in 4 months, capturing additional 4.8 million EUR* upside. [1/2]

We have experience operating alongside decades old stable core systems, one of the integrations were Oracle FlexCube banking core.

Challenge

A major EMEA bank needed to implement a fully digital lending flow — end to end, no customer representative required at any point.

Our KPI: from application start to money disbursed under 10 minutes.

17+ internal & external services to integrate, including digital signature, KYC checks, banking group level risk engine. Client engineering team needed to own the stack after roll off. Internal estimate 12+ months with previous delivery cancelled at 8+ when over-budget.

Strategy

Delivery-led digital transformation: client and ours as ONE team, dedicated bandwidth from internal services ready to support from day one, part of same daily sprint stand-ups.

Scalable SOA architecture with full CI/CD, no-one could touch production manually, no configuration done manually.

Our delivery

One co-delivery squad: 7 engineers working alongside 6 client engineers and a product owner. No handover at the end — knowledge transfer built into every sprint from week one.

Most valuable vertical slice scoped, designed and locked before sprint zero.
Integrations researched, top-down risk managed with experts for each moved into multi-disciplinary teams.
Event-driven service arch. with CI/CD pipeline, auto-tested, skeleton built in sprint one.
Pairing rotation ensured client engineers owned each integration as it shipped.

Outcome

launched in 4 months vs 1 year client internally estimated
10 minutes loan - no representative needed, money landed on customer's account
17+ integrations live including group risk engine
0 manual production touches or fixes, everything as a code

Digital lending squad stood up during delivery is still running at the client today - 5+ years layer, standalone delivering new revenue generating functionality, no dependency on external provider.

Client testimonial

"Without Sandor and his team scoping down to what matters, we wouldn't have finished in a year, eating up all the budget with nothing to show for. This way it is one of our most succesful product line looking at revenue/cost alone." - Product Line Sponsor

*: estimated, average 10k EUR disbursed, avg. 1k EUR interest rate, daily 20 customers over 8 months = ~4.8 million EUR interest payment revenue

E2E Digital Unsecured Cash Loan built on containerized micro-services to abstract away the external world's legacy interfaces, to enable fast development encapsulated and allowed us to fully automate the developer experience. [2/2]

Adapter services pattern separate the effects and the two different technical worlds, including the FlexCube core in this case.

Choreography based pub-sub: entity (loan application) property changes trigger any reaction from independent worker services, reacting only on properties each one interested in. A wave of reactions triggered as a cost of total decoupling of workers into independently maintained and released components.

App State Manager: the only high-speed single instance service (per key), that merges the states and writes to the loan database by append only (each record is a history of change too for regulatory reports).

Adapter services: one side they keep the architecture decisions of this system, on their other side everything allowed to make it work with the designated external integration. They dampen external system changes and enables us to end-to-end auto-test even without 3rd party support over core systems.

Generalized micro-services architecture with backend-for-frontend approach, not real design diagram to protect intellectual property.

1.1

Case 01

Launched E2E fully digital unsecured cash loan channel with 17+ integrations in 4 months, capturing additional 4.8 million EUR* upside.

EMEA BankingFull Digital Journey17+ IntegrationsCapability Transfer

Automated HitL* marketing strategy workflow for Japanese global player eliminated 95% effort** enabling their experts to serve clients better. [1/2]

We have experience how Japanese companies operate and can match while improve velocity and client's internal capability.

Challenge

A global marketing service/agency player from Japan wanted to improve their way of working to serve more clients with same quality.

Our KPI: drop the weeks long single strategy engagement down to days.

Implement the 11 steps of complex strategic decisions, from market landscape to bias-breaking. Preserve the secret sauce of the client: their expert's judgement.

Strategy

Pilot to launch in-house tool in under 3 months and knowledge to operate and adapt it to stay in-house at the client.

High-bandwidth cadence between remote Hungarian team and Japanese colleagues, with 2 engineers augmenting and 6 Japanese on-site to deliver together until client fully owns after roll-off.

Our delivery

Implemented and deployed onto client infrastructure:

while the researched problem evolved during engagement: 10 dedicated agents for analytical tasks had to be built.
Real-time streaming UX keeping the experts in the loop as the content evolved by the agents.
Architecture is LLM provider-agnostic, model is a config choice rather than coded around.
Production scale operations, full document vectorizations, Redis sessions, async processing, event logs, CI/CD and quality validation services delivered as part of the engagement.

Outcome

4 hours instead of weeks of strategy work per client engagement. KPI overshot with the 4 hours instead of the days long expectation.

11 complex steps automated, experts stayed in control of quality.

Application operates in production for over a year now, roll-out ongoing for multiple continent's offices of the marketing agency.

*: HitL: human-in-the-loop **: From baseline weeks long research to ~4 hours until viable cuts.

Adaptable workflow implemented by chaining action and guardrails on a configuration-first approach enabling fast roll-out over participants. [2/2]

Simplified engine for agentic automation with self-orchestration workflow steps and an event bus loop.

Workflow steps: pub-sub event triggered Kotlin services specifically designed for one of the marketing research flow step with three stages: pre-condition checks, task core and output verification.

Workflow configuration: durable stored linkage and parameters on how each step is invoked, from-to directions chains and verification conditions.

Domain stores: accumulated or integrated/ingested data to enrich for lead research, scrapes, factual stores for company knowledge to retrieve during agentic steps.

Generalized Human-in-the-Loop workflow engine utilizing generative AI calls where appropriate, not real design to protect intellectual property.

2.1

Case 02

Automated Human-in-the-Loop marketing strategy workflow for a Japanese global player eliminated 95% effort, enabling their experts to serve clients better.

Japanese agencyGen-AI poweredHuman-in-the-LoopRoll-out over offices

After multiple cycles rewriting a global logistics player's in-house trading platform, our Tech North Star finally launched them on growth. [1/2]

When tech direction is correct, current systems are mature yet growth and velocity lagging, leadership and team shared mental model is the key.

Challenge

Client was a global logistics player with monthly multiple thousands of large shipping contracts traded on inter-continental shipping lanes.

They developed their in-house trading software which allowed their staff to conduct logistics decisions over specialized software, but they remained attached to their Excel sheets managed over 6 teams and continents in real time.

Our KPI: after 3 times full rewrite and years of delay in promised features, achieve full adoption.

Strategy

While client's architecture optimized for decoupling in depth (domain oriented architecture), that gained them large initial velocity as each domain was delivered with separate teams, cross-domain features dominated the later stages lagging.

We augmented with senior engineering that can move between domains and implemented the pillars necessary for developer enablement in such a large scale system.

Our delivery

Client stakeholders and implementation teams needed to have the same understanding of where trade-offs are present - their own Tech North Star formalized and agreed upon.

While our teams continued to deliver the backlog features with redesigns included, I led the hard conversations. Each stakeholder wanted contradicting features, blamed implicit decisions for blocks in delivery.

They prepared for the 4th rewrite from scratch when we managed to show the current architecture supports their next decade of roadmap if the missing pillar is implemented, development enablement:

reusable components along domain frontends instead of copy-pasting,
common security model vertical along domain backends,
statistics domain instead of cross-syncing all entities to all domains.

Outcome

When the Tech North Star and ADRs were instituted and synced along the entire delivery team and stakeholders, common understanding of bottlenecks opened the work to improve their velocity.

Over coming months, implementing standardization along all existing domains, they achieved a 50% velocity uplift for new cross-domain features.

Observability and alerting reduced user complaints by 30% in first months, adoption rate increased by 80% in first half.*

Client testimonial

"The Tech North Star is our best ever document thanks to Sandor, that we got from any consulting engagement, we will use this for years to come" - senior Solution Architect

*: estimated figures from client interviews half a year later

Modular monolith powering numerous features pay off differently when low user-base or performance needed, but velocity of delivery suffers. [2/2]

Separating responsibilities, blast radius of changes and new features can lead to a brick wall in velocity, clear communication eases the trade-off.

Federation: domain specific frontends collected into one portal for end-users hiding complexity.

Domain slices: decoupling in depth, a storage level management fully operation while any other domain is out of commission to protect mission critical domains.

Cross-domain concerns are the most challenging to implement as they require extensive engineering effort to capture without ending up in a sphaghetti code.

Generalized modular monolith service architecture with administrative application focus, not real design to protect intellectual property.

3.1

Case 03

After multiple cycles rewriting a global logistics player's in-house trading platform, our Tech North Star finally launched them on growth.

LogisticsModular monolithVelocity upliftTech North Star

The lineup building your revenue engine

Our combined 6 decades of experience, hardened together on challenging global projects. We work as a battery with your team — our engineers and yours calling the same game — with a bullpen behind us ready to build your next digital team.

Delivery LeadershipArchitectureCapability BuildingCore BankingUnsecured Cash LoansCurrent AccountCard & TransactionsE-Commerce

The ace · AerelonTech

Sandor

Founder & Principal Architect · sandor@aerelontech.hu

“I connect engineering and business — translating deep technical complexity into clear decisions and measurable outcomes.”

15+

Years

20+

Projects

Countries

Core sectors

Ex-McKinsey Principal Software Engineer / Architect and ex-IncepTech Tech Lead & Agile Architect. 15 years of hands-on delivery in finance and e-commerce — core banking, cash loans, current account, cards and transactions, marketplace platforms.

Led co-delivery squads where client and consultancy engineers work as one team. Responsible for vertical-slice strategy, squad design, KPI instrumentation and capability transfer.

Passionate about building digital solutions and elevating people professionally. Outside work — hiking, traveling with family, and game development.

Distributed SystemsMicroservicesEvent-Driven ArchitectureCloud InfrastructureNext.js / ReactTypeScriptKafkaTechnical Leadership

The rotation · Ziff

David

Founder & Lead Engineer · Ziff

“Ship systems that survive reality. Not systems that survive demos.”

10+

Years Experience

150K+

Daily Visitors at Peak

25B+

HUF Annual Revenue Served

15+

Production Systems Shipped

Founder and Lead Engineer at Ziff. 10+ years of hands-on experience building scalable, distributed systems in production environments across TypeScript, Node.js, React, Kafka, and cloud infrastructure. Started as a developer, grew into technical leadership, and never stopped writing code.

Previously Tech Lead at multiple product companies, heading cross-functional teams of 10+ engineers. Drove full-stack architectural transformations from legacy monoliths to modern microservice platforms, handling massive traffic volumes and complex data migrations without business disruption. Deep background in event-driven architecture, DevOps, and high-stakes delivery.

His philosophy: type-safe development, pragmatic modernization, and direct engineer-to-client collaboration. No layers between you and the engineers doing the work.

Enterprise ArchitectureCloud-Native ArchitectureSystem IntegrationLegacy MigrationRe-PlatformingCore BankingTelco / CRME-Commerce Scale

The rotation · Ziff

Zoltán

Chief Architect · Finance, Telecoms, E-Commerce & IoT

“I take complex platforms and make them simpler, faster and cheaper to run — without stopping the business.”

Years in Architect Roles

Banks Merged to One Platform

6M+

Customer Records Migrated

Sectors: Finance, Telco, E-Com, IoT

Chief Architect at fizz.hu, where he joined to re-platform an inherited e-commerce system not built for scale and grew into leading the Architecture, Platform and Integration team. Also designs greenfield platforms from the ground up.

Before that: data architecture for a large-scale CRM replacement at Hungary's largest telecom operator; integration architecture for merging three banks into one platform, covering data flows across legacy and modern systems for a 6M+ customer record migration; the software side of a LoRaWAN satellite IoT platform; and systems architecture for a workflow-based ERP product.

Provides technical direction across multiple engineering teams without needing a line-management title — translating between engineering and business, and giving honest assessments with execution plans that actually get implemented.

The bullpen that embeds with yours

A senior, pre-unified squad — ten arms warm, more in the bullpen.

Scouting reports, not names: the position and the stat line for each senior in our delivery core. Names and full reports at proposal.

Scouting report

Enterprise Architect

Solution & Integration · Finance / Telecom

Transforms platforms across Finance, Telecom and E-commerce. Designed integration architecture for large-scale platform unifications; led a Kafka-based migration of 6M+ customer records across distributed systems.

15+ yrs · enterprise scale

Enterprise ArchitectureKafkaIntegration DesignSOA → Microservices

Scouting report

Principal Solutions Engineer

Enterprise Java · FinTech · MedTech

Led engineering teams of 14–15 across MedTech, FinTech and Telecom. Ex-Principal Technology Consultant at Oracle modernizing Java/SOA stacks. Built a production telematics platform, migrating Oracle legacy to event-driven microservices.

15+ yrs · led 15 engineers

Oracle OSB / SOAEnterprise JavaSpringNode.jsKafka

Scouting report

Platform Tech Lead

DevOps & Cloud Infrastructure

10+ years cloud-native across Azure and GCP. CKA & CKAD certified. Architected a full GitOps delivery platform from scratch for 200+ services, with zero-manual-intervention Terraform for production environments.

10+ yrs · 200+ services

AKS / AzureTerraform IaCArgoCDCKA / CKAD

The bullpen that embeds with yours

…and the rest of the delivery core.

Scouting report

Senior Full-Stack Engineer

Payments · Real-time Systems · SRE

Built QR-code payment integration handling 100+ merchants and 4M+ monthly transactions, designed for fault tolerance and near-instant processing. Took SRE ownership of a video-identification system under high load.

8+ yrs · 4M+ txns / mo

.NET / C#NestJSKafkaReal-time PaymentsSRE

Scouting report

Senior Full-Stack Engineer

Streaming · E-commerce · AI Tooling

5+ years on a global streaming platform serving millions of users — login, registration and subscription flows at scale. Built an e-commerce webshop with complex analytics; integrates AI coding agents into delivery workflows.

7+ yrs · millions of users

React / Next.jsTypeScriptNestJSKafkaAI Tooling

+ more reports on file

Our bullpen runs deeper than these reports — additional senior engineers across fullstack, data, AI/ML, QA and product ownership, with on-demand squad scaling for full delivery tracks.

Full scouting reports & CVs are shared as part of the LoP (Letter of Proposal) step, matched to your specific engagement.

The bullpen that embeds with yours

COBOL and mainframe capability in the same bullpen.

Scouting report

COBOL/Java developer

COBOL modernization through Java backends

Spent full career moving between COBOL and full-stack Java applications, integrating the legacy and modern stacks. Building the next generation virtualized mainframe on Linux while keeping the original COBOL business core in a lift-and-shift project.

6+ years · 10+ systems modernized

COBOLJavaFull-stackFinance

Scouting report

COBOL Application Developer

Microservice verticals beside the COBOL core · Insurance

13+ years of application development in and around the COBOL core, most of it in insurance. Builds microservice verticals next to the mainframe rather than on top of it: the record of truth stays in COBOL where safety and reliability are already proven, while new features ship on a modern stack at modern speed.

13+ yrs · 20+ verticals built beside COBOL cores

COBOLMicroservicesApplication developmentInsurance

+ more COBOL arms on file

Batch and integration engineers — JCL, batch chains and the interfaces around the core — plus further COBOL and mainframe seniors we can field on the same engagement.

Full scouting reports & CVs are shared as part of the LoP (Letter of Proposal) step, matched to your specific engagement.

Connect on your terms

Three ways matching your convenience, from anticipated need, through current challenges to crystallized requirements, you can reach out.

Say hello

Just chat me up, get introduced before you need my delivery capabilities and we will be ready for you to pull us in when your project materializes.

sandor@aerelontech.hu

Book a call

Are you in need of senior architect help right now? Book the next available slot and I will guide you personally to a successful digital delivery.

Book a call

Send your RFQ / RFP

Drop us right into your procurement process, happy to start from your existing requirements, share with me and I get to you as soon as possible.

Send to sandor@aerelontech.hu

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