Verycreatives

Name: Verycreatives
Address: Bécsi út 65, Budapest, 1036, HU
Telephone: +3617008546

Digital Product Agency. We partner with startups and enterprises to design and build revenue-generat

We help innovators to bring ideas to life in a form of Software as a Service solutions, Mobile apps, or Digital Transformation services. From startups to large companies, we work with the Founders, CEOs, and CMOs to validate ideas, build the perfect experience and deliver Revenue Generating platforms. Industries our clients operate in, using the products we've built:
- Digital marketing, Event marketing & Influencer marketing SaaS
- Foodtech & Delivery
- Fintech, Banking & Investments
- E-commerce & 2-sided marketplace platforms
- Agriculture & Livestock management
- Packaging compliance & Waste

Markets covered: UAE, EU, UK, US. Our technology stack:
Ruby on Rails, Elixir & Phoenix, React.js, Vue.js, iOS Swift, Android Kotlin, Cross-platform Flutter

Key facts about VeryCreatives:
- Full-stack Digital Product Agency
- 80% of our team are medior and senior specialists
- 5.0/5 rating on Clutch

02/10/2026

90% of startups fail. A poorly chosen MVP development partner is one of the fastest ways to become part of that statistic.

Picking the wrong team doesn't just slow you down. It can drain your budget, delay your launch, and leave you with a product that doesn't scale.

After working with 50+ companies, we've seen the same warning signs come up again and again. Here's what to watch for:

1. Little or no experience in your niche

2. An outdated website and neglected brand image

3. Slow or unclear communication

4. Promises that sound too good to be true

5. No credible reviews or case studies

6. A vague or nonexistent project management process

7. Solutions that aren't built to scale

8. No post-launch support offered

9. No interest in understanding your business goals

10. Reluctance to sign an NDA

A good MVP partner doesn't just write code. They ask the right questions, communicate clearly, think long-term, and stay accountable after launch.

These are the standards VeryCreatives holds itself to on every project.

We've helped companies like ReachBird and RedBull bring their product ideas to life with MVPs built for real growth.

If you're evaluating development partners right now, read our full breakdown of every red flag and what to look for instead.

01/10/2026

Skipping discovery doesn't save time. It just moves the cost to a worse moment.

Large IT projects run 45% over budget and deliver 56% less value than planned. Undiscovered scope and unresolved assumptions are a leading cause.

A proper discovery phase fixes this before a single line of code is written. It turns a vague idea into something a team can actually build to.

Here is what the phase should produce:

1. A scope document with an explicit "out of scope" list

2. A roadmap with a budget attached to each phase

3. Wireframes or a clickable prototype of the core flows

4. A technical plan a developer could start from

5. A risk register with owners assigned

The "out of scope" list matters as much as the "in scope" list. That is what protects the budget later.

Two focused weeks are enough for most SaaS products. Open-ended discovery billed by the hour, with no deliverable list, is not thoroughness. It is drift.

One useful test: take the deliverables to a different vendor and ask for a comparable quote. A well-run discovery phase should make that possible. The output belongs to the client, whoever ends up building.

No deliverables, no discovery.

30/09/2026

Building software without a clear process leads to products nobody buys.

Most teams jump into development before validating whether a real market exists for their idea. The result is wasted time, budget, and a product that solves a problem no one actually has.

At VeryCreatives, we see the same pattern repeatedly. The teams that succeed follow a structured path from the start.

There are three phases every software product has to go through:

1. Identifying a genuine need and a viable market before writing a single line of code

2. Designing and developing with intention, covering UI, UX, feature scope, pricing, and the right tech stack

3. Achieving product-market fit through soft launches, data, and continuous refinement

Each phase builds on the last. Skipping or rushing any one of them creates compounding problems later in the project.

The design and development phase alone involves critical decisions that shape everything. Agile or waterfall? Which devices to target? What to include in the first release?

Getting these right from the beginning is what separates products that gain traction from those that stall before launch.

Software development does not have to be overwhelming. With the right guidance and a clear process, turning a product idea into a successful launch is entirely achievable.

29/09/2026

Stripe, Airbnb, and Slack didn't find product-market fit by accident. They found it by doing things that didn't scale, measuring what actually mattered, and being willing to kill features users ignored.

We studied 8 companies that achieved product-market fit and found a pattern worth paying attention to.

None of them started with a perfect product. They started with a sharp hypothesis about a real problem, then iterated fast.

A few things that stand out across all 8 cases:

1. The MVP was a learning tool, not a launch moment.

2. The "aha" moment was specific and measurable. For Slack it was 2,000 messages sent. For Dropbox it was the first seamless file sync.

3. Trust and reliability consistently outperformed feature breadth.

4. Virality was engineered into the product, not added later.

One detail that rarely gets mentioned: Airbnb doubled weekly revenue in New York by having their founders personally photograph host properties. Dropbox jumped from 5,000 to 75,000 beta signups with a single demo video aimed at the right community.

Product-market fit is not a milestone you hit once. It is a state you maintain by staying close to your users and measuring the signals that actually predict retention.

The companies that scaled fastest were the ones that found their core value early, removed everything around it, and made that one thing work better than anyone else.

28/09/2026

A product roadmap and a technical roadmap are not the same thing. Treating them as interchangeable is one of the more common planning mistakes we see in SaaS teams.

Here is how they actually differ.

A product roadmap focuses on the lifecycle of a specific product. It covers features, releases, and improvements over a 6 to 12 month window, shaped by user feedback, market research, and customer needs.

A technical roadmap defines the infrastructure and systems needed to support those product goals. It operates on a longer horizon, typically 1 to 3 years, and addresses scalability, security, platform migrations, and architecture decisions.

The key differences come down to four areas:

1. Focus: product roadmaps are customer-facing, technical roadmaps are infrastructure-facing.

2. Audience: product roadmaps serve cross-functional teams including marketing, sales, and executives. Technical roadmaps are primarily for engineers and IT leaders.

3. Timeframe: product roadmaps move in quarters. Technical roadmaps plan in years.

4. Content: product roadmaps answer what and why. Technical roadmaps answer how and what needs to be built first.

Only 40% of launched products survive in the market. A major reason is misalignment between what a team promises and what the underlying technology can actually support.

Both roadmaps need to work together. The product vision drives demand, and the technical foundation determines what is actually possible to deliver.

25/09/2026

Removing features can generate more growth than building them.

That sounds counterintuitive, but it is one of the clearest patterns we see when auditing early-stage SaaS roadmaps.

Bootstrap teams burn runway by building the wrong things. They chase feature requests from vocal customers, apply prioritization frameworks designed for well-funded teams, and end up with bloated products that convert poorly and cost more to maintain every month.

We use a cost-weighted impact approach instead. Every feature is evaluated against its total cost of ownership over 24 months, not just initial development time. The formula is simple: projected revenue impact divided by full lifecycle cost.

When you run the numbers, the results are often surprising:

1. A low-effort onboarding email sequence outperforms a complex export feature by a wide margin.

2. Custom integrations built for one enterprise client often deliver poor returns once ongoing maintenance is factored in.

3. Zombie features used by fewer than 8% of users quietly drain development capacity and slow down everything else.

The frameworks we recommend only work if teams are willing to act on the data. That means declining requests from paying customers, removing functionality that feels "safe to keep," and resisting the pull of the "someday" list.

In a resource-constrained environment, what you choose not to build often matters more than what you ship.

24/09/2026

Collecting user feedback is easy. Building a system that actually turns it into better product decisions is where most teams fall short.

At VeryCreatives, we work with app teams that gather plenty of feedback but struggle to act on it consistently. The gap is rarely about data. It is about process.

Here are 6 techniques that close that gap:

1. Pre-launch beta testing to catch critical issues before they reach real users

2. App store review monitoring to surface recurring complaints and feature requests

3. In-app surveys placed at natural moments like post-signup or after task completion

4. App analytics to add quantitative data alongside subjective user opinions

5. Feedback communities that build loyalty while giving users a direct voice

6. Agile development cycles that prioritize the most pressing issues in every update

The last point is the one teams most often overlook. A feedback loop is only valuable if it leads to visible changes. When users stop seeing their input reflected in updates, they stop giving it.

88% of customers say they appreciate companies that create a shared space for feedback. That appreciation turns into retention when the product actually evolves.

A strong feedback system does not need to be complex. It needs to be consistent.

23/09/2026

Hungary ranked 3rd in Europe for IT skills in 2019. That stat alone tells you something worth paying attention to.

We published our breakdown of the global IT outsourcing landscape, and the data keeps pointing back to Central Europe as the standout region for companies serious about quality.

Here is what makes Hungary different from the other popular outsourcing destinations:

1. Hungarian developers ranked higher than Ukrainian developers in technical ability, despite Ukraine having a larger talent pool.

2. Hungary scores in the "high" English proficiency category on the EF Index, nearly 7 points above Ukraine, and all technical higher education is conducted in English.

3. Hourly rates in the CEE range from $25 to $150, compared to $50 to $300 for local North American or Western European talent.

4. Hungary is only 6 hours ahead of US Eastern Standard Time, and there is almost no time difference for Western European companies.

Clients who have worked with developers in India, Pakistan, Vietnam, and Ukraine have told us directly that Hungary stands apart in one specific way: projects get taken to completion with the same level of care at the start as at the finish line.

That combination of technical skill, communication quality, and reliable delivery is rare. It is also exactly what we have built our team around at VeryCreatives.

22/09/2026

The RegTech M&A market is bifurcating. Undifferentiated products stall. Those with genuine regulatory moats still attract competitive bidding.

Here is what separates a 6x ARR offer from a 12x one.

The global RegTech market reached $16.45B in 2024, growing at a projected 22.3% CAGR through 2029 (MarketsandMarkets). Compliance is mandated demand. Acquirers know this, and they pay premiums for products that financial institutions cannot easily replicate.

But premium offers go to specific types of companies. When Nasdaq paid $10.5B for Adenza in 2023, they were buying 200 financial institution clients on deeply embedded workflows, plus a regulatory moat that took a decade to build.

The metrics that drive top-tier multiples:

1. Net Revenue Retention above 115% (the single strongest predictor of 10-12x ARR valuation vs. 6-8x for average performers)

2. No single client above 15-20% of ARR

3. Regulatory certification depth that would take 18+ months to replicate

4. Gross margin above 70%

The positioning window that matters is 18-24 months before a target exit. That is enough time to move NRR by one tier, land an enterprise logo that changes the narrative, and let the metrics compound before formal conversations begin.

Founders who attract premium offers do not optimize for acquisition in the final sprint. They spend two years making their product look like a clean, defensible, low-integration-risk asset on an acquirer's spreadsheet.

The process confirms what the metrics already say.

21/09/2026

69% of business executives lack confidence in their risk management strategies. That number should concern anyone building software products.

At VeryCreatives, we see the consequences of this gap directly. Projects that skip structured risk management tend to run over budget, miss deadlines, and deliver products that miss the mark for users.

Risk management in software development is not a one-time checklist. It is a continuous process that spans the entire project lifecycle. The four areas where we see risk surface most often are:

1. Design issues, where unclear requirements and poor UX decisions create expensive rework late in the process.

2. Integration failures, where third-party tools introduce compatibility problems that were never tested for upfront.

3. Technical assumptions, where teams commit to technology before fully understanding its limitations.

4. Security gaps, where rushed timelines push security testing to the end, leaving systems exposed.

Each of these can be managed with the right process in place. That means identifying risks before the project starts, analyzing their potential impact, prioritizing them honestly, and monitoring them throughout delivery.

The projects that go smoothly are not the ones that avoided risk entirely. They are the ones where the team had a plan before the first line of code was written.

Cím

Bécsi út 65
Budapest
1036

Telefonszám

+3617008546

Weboldal

http://verycreatives.com/

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