Why we started Blocify

Blocify started from a specific frustration rather than a market opportunity. We had watched, from both sides, a pattern repeat: a client buys a project, an agency assembles whoever is free, something gets delivered, and eighteen months later nobody at the client can maintain it.

The instinct is to blame skill, and that is almost never it. The engineers were competent. The problem was structural — the people who scoped the work were not the people who built it, the people who built it were rotated off before it stabilised, and no single person was accountable for whether the thing still worked a year later.

So the first decision was that we would not sell hours from a pool. We would sell a team: named people, stable for the length of the engagement, who the client meets and approves before anyone starts. It sounded like a constraint and turned out to be the product.

The second decision was to write down what we would refuse. No juniors learning on a client's timeline. No work we had not scoped properly. No fixed price on something nobody had specified. Those rules have cost us revenue in every year since, and they are the reason the engagements that do start tend to run for years.

We began as three people in the Netherlands with a lot of opinions and no bench. Most of what we have built since — the standing bench, the one hiring bar, the twenty-one day ramp, the handover planned at kickoff — is machinery for making that first decision keep working at a size where goodwill alone would not.