Every morning, someone at ARTJOKER used to put a sheet of tasks on each employee’s desk. Every evening, the sheets came back with reports. It was a perfectly understandable system, right up to the moment it became a bad one. More projects meant more connections. Replies disappeared. Work slowed. The first thing to break was the company’s ability to know what everyone was doing.
- Custom software, cloud operations, and AI automation under one roof.
- Projects include lending, esports, property search, and retail.
- The useful lesson: find the bottleneck before buying more features.
Founder Roman Katerynchyk described that paper routine in a Worksection interview. ARTJOKER moved tasks into a shared system, invited clients inside, and tracked time to understand project margins. Later, it added a chat reminder for overdue work. A wonderfully modest intervention: on Friday, a bot asked people to tidy up. The company that now sells automation had first needed a little automation itself.
01 / The business behind the build
Katerynchyk started ARTJOKER in 2006, aged 19. In his account of the early years, he had tried physical jobs before finding paid work making websites. The name solved an immediate sales problem: he and a friend needed something to say during cold calls. Something catchy, beginning with A. Corporate mythology occasionally arrives wearing a headset.
His more consequential realization was that making a company required learning to sell and hire. Later, accumulated engineering and marketing experience encouraged experiments with technology partnerships, including building products in exchange for equity. That history helps explain a persistent interest in the customer’s business beyond the initial specification.
Today, the offer spans discovery, design, web and mobile development, team augmentation, cloud services, and AI. A startup can commission a product; an established business can add specialists or modernize existing software. ARTJOKER occupies the space between a narrowly focused contractor and assembling an entire internal delivery team.
02 / Ten months in the engine room
Consider MyCredit, a digital lender. According to ARTJOKER’s project account, applications were deployed manually, updates caused downtime, and monitoring was fragmented. The product’s growth had exposed the weakness of its operating habits.
ARTJOKER containerized the .NET applications, moved them into Kubernetes, and automated releases with ArgoCD and Helm. Monitoring and centralized logs made problems easier to see. One dedicated DevOps engineer, supported by solution architects, worked through a ten-month implementation. The company reports release cycles shortened by 80% and uptime reached 99.9% or better.
MyCredit CTO Mykola Noskov offered a useful description in his September 2025 Clutch review:
“They always kept the business side in mind.”
MYKOLA NOSKOV / CTO, MYCREDIT
The same review suggested more documentation for the internal team. That detail belongs beside the performance figures. A successful migration still needs a handover people can use after the specialists leave.
03 / The street the map missed
Another revealing project begins with an address. OnMap, an Israeli property platform, needed searches that worked across neighborhoods, languages, and changing streets. ARTJOKER’s case study describes a practical obstacle: Google’s address information did not always keep up with new locations.
The team built a supplementary geocoding service, alongside map searches with custom boundaries and daily alerts for saved criteria. The platform supported Hebrew, English, Russian, and French. Paid listing promotion, realtor packages, and lead generation gave the engineering an explicit commercial purpose.
ARTJOKER reports that its geocoding work reduced third-party service costs threefold. The instructive detail is the choice of intervention. An attractive map was insufficient when the underlying information missed the place someone wanted to live. A small piece of specialized infrastructure could improve the experience and its economics together.
04 / The meter keeps running
Software has two price tags: the build and the continuing operation. ARTJOKER earns through development engagements, additional team capacity, and recurring support. Its Clutch listing advertises hourly rates of $50-$99 and a $25,000 minimum project. Those are buying signals rather than a quote for a particular app.
The company’s published DevOps support plans are more concrete: $1,500 monthly for 30 hours, $2,700 for 60, and $5,400 for 120. Buyers still need to agree what is covered, what counts as an incident, and how extra work is charged.
At investment platform Lonvest, the published work starts with billing analysis, resizing overprovisioned resources, removing idle storage, and tagging costs. This is a method a reader can copy: establish usage, assign ownership, then adjust capacity. It requires recurring attention. A cloud bill can drift again after the audit.
For esports platform TEN, ARTJOKER describes a related trade-off: prepare for demand while keeping deployment manageable. The team combined Kubernetes with GitLab pipelines and monitoring, reporting tenfold greater scalability. Its lessons include planning, testing, and training the client team. Those conditions matter. Tools cannot make an organization ready for traffic if nobody understands how to operate them. For a buyer comparing agencies, this is a useful distinction to investigate in reference calls: ask who will own the system when the engagement ends, and what that person must learn.
05 / A galaxy with office politics
The company also makes software for itself. ARTJOKER Galaxy is an internal dashboard with 12 levels, badges, progress points, and Artcoins. Employees can earn recognition for mentoring, sharing knowledge, or improving a process. Fifteen years of service qualifies for a badge worth 250 progress points and 100 Artcoins. Even the office economy has tenure benefits.
Its AI work includes CallChecker, a call-quality tool for which ARTJOKER reports $25,000 in AWS Activate support. Both products address a recurring task: noticing useful work, or reviewing conversations, without relying entirely on someone remembering to do it.
06 / Buy the fix you can explain
The sensible buyer arrives with a specific problem: releases take hours, cloud costs escape ownership, or customers cannot find the right property. Ask for a baseline, a bounded intervention, and evidence that the result improved. Include documentation in the definition of done.
For a small site with simple hosting, a simpler supplier or off-the-shelf product may suffice. More infrastructure brings operating responsibilities. ARTJOKER becomes interesting when the cost of repeated friction justifies a team that can work across product and operations. The paper sheets offer a useful starting question: which ordinary part of your business has quietly stopped working?