ELEKS is a Top 100 Global Outsourcing company. We partner with enterprise clients and SMEs to elevate their value through innovative technologies. Our 2,000+ experts, located across Europe and the US, provide our clients with a full range of software services. These include custom software development, product design, data science, quality assurance, R&D, smart teams and support and maintenance services. We’ve been helping industries including logistics, retail, finance, agriculture, healthcare and government, digitally transform their operations for almost 30 years.
Aramex; Autodesk; TAIT; Havas; Eagle Investment Systems (a subsidiary of BNY Mellon); The States of Jersey Government; Blackboard; GRTGaz.
- App Designing (UI/UX)
- Big Data & BI
- Blockchain Technology
- E-commerce Development
- Mobile App Development
- Software Development
- Web Development
- Artificial Intelligence
- IT Services
- Large Business(> $1B)
- Medium Business($10M - $1B)
- Small Business(< $10M)
- Financial & Payments
- Transportation & Logistics
- Healthcare & Medical
- Oil & Energy
Alliance since 2006
Finally a firm that cares about quality deliverable
What is it about the company that you appreciate the most?
attention to details and taking ownership
ELEKS is a Top 100 Global Outsourcing company that provides expert software engineering and consultancy services. For almost 30 years, we’ve been working as a software innovation partner with Fortune 500 companies, big enterprises and technology challengers. Our team of 1,500+ professionals offers a full range of IT services. The software products we build help the world’s leading brands transform their businesses, increase their revenues and save development time and operating costs.
What's interesting about ELEKS is that it began life as a product company, with the idea of creating a product for electricity grid maintenance. The business was founded by an IT engineer and an electrician. That’s why we chose the name ELEKS.
Interestingly enough, both products are still on the market today and they helped establish the firm’s DNA – our engineering culture and the understanding that adding real customer value should be at the heart of what we do. That’s how ELEKS developed into a service business, circa 1991.
Then we opened up to foreign markets in the United States – starting with a customer that’s still with us more than 20 years on. I joined ELEKS in 2005. I was the first in-house company counsellor and I nurtured my role to become general counsellor. In the last five years, that position has transitioned to CEO.
Then they grew the business, by developing a portfolio of products including the medical system Doctor ELEKS, and by opening up to new markets during the tough economic downturn in Ukraine, between 1998 and ‘99.
We’ve always placed huge emphasis on the personal value of our employees. ELEKS was a family-owned company for a long time and each new team member was considered part of that family. It’s been challenging to maintain that spirit as the company has grown exponentially – to today’s team of 15,000 people. But I think this remains part of our core ambition. The business model is pretty straightforward. It’s about recruiting, retaining and developing the best talent within our organization. And by “best talent”, I mean the people who are most capable of doing the work required for each and every specific customer and project. Ideally, we want our employees to be over-achievers when it comes to fulfilling our clients’ expectations.
We go the extra mile when we need to deliver over and above what’s expected at the outset of a project. As ELEKS’ founder puts it: “ELEKS takes on the impossible projects where somebody has already tried and failed to find a solution, or where people were afraid to start a project in the first place”. I think that’s what’s made us industry leaders today.
In a nutshell, our model is based on treating our clients as valued equals, not just a stream of revenue. In fact, at least 50 percent of our business is still growing on ￼client recommendations which, for us, is a great validation of our performance. Many of our customers are repeat business and, in my 15 years with the company, the number of clients who’ve left us has been very small. If a customer leaves, it’s usually because their needs have changed as a result of a refocus in internal strategy.
To that end, when I meet a new or a long-term customer, I often joke that we can’t shake our habit of hanging on to clients for the long-haul!