A water dispenser is an unlikely place to look for a software company’s business model. Yet Bevi, which makes machines that dispense flavored water, offers a useful introduction to iTechArt Group. The machine needs an interface. The business needs a website. Someone needs to make the software behave. A promising appliance can accumulate quite a development backlog.
In the project account now published by Vention, the international brand introduced in 2023, Bevi began with three engineers. They rebuilt its website in two weeks and developed an Android application for the dispenser without access to the physical hardware. That last detail makes the assignment memorable. It also makes it unusually demanding: understanding the system had to precede touching the machine.
- iTechArt builds custom software and supplies engineering teams for startups and larger businesses.
- Its work spans applications, testing, cloud infrastructure, and the less glamorous machinery that keeps products running.
- The international business became Vention; the Belarus website still operates under the iTechArt name.
The queue outside the engineering department
Companies rarely run out of ideas at the same speed they run out of engineers. A mobile application needs another release. A customer wants an integration. An investor expects growth. Hiring, meanwhile, proceeds one interview at a time. iTechArt’s proposition was to put a staffed engineering operation on the other side of that queue.
The historical company dates to 2002. Its international leadership identifies Sergei Kovalenko and Andrey Kulgachev as co-founders. By its 2019 London-office announcement, iTechArt reported more than 1,400 people, compared with 40 in 2009. Its market was already recognizable: venture-backed startups and growing technology businesses, served by dedicated teams rather than a single packaged application.
The distinction matters. A software subscription gives many customers access to substantially the same product. An engineering partner sells work shaped around a particular customer’s product. The output might be a web application, a mobile interface, automated tests, or a replacement for aging internal systems. The recurring relationship is with the team doing the building.
Buy the team around the bottleneck
Vention’s current operating models make that arrangement explicit. Staff augmentation adds specialists to a customer’s existing operation. A dedicated team brings a coordinated group. Project outsourcing hands over execution across a defined assignment. These choices distribute responsibility differently; choosing among them means deciding who owns priorities, delivery, and day-to-day direction.
For a buyer, the useful question is concrete: where has work stopped moving? An overloaded frontend group requires a different intervention from a company that lacks technical leadership. So does a cloud migration. The broad service menu makes more sense when read as a set of responses to specific constraints.
Dialogue’s project account supplies a sharper example. The telehealth business came looking for backend and DevOps expertise after unproductive contractor engagements. Vention describes building clinical and patient-management capabilities, configuring a multi-account AWS environment, and supporting the platform when demand jumped fivefold during COVID in 2020.
What failed first in this story was the earlier contractor arrangement. What followed was sustained work on infrastructure and performance. That is a more useful purchasing lesson than counting programming languages on a vendor’s website. Ask who will investigate the slow query after launch, and how that responsibility appears in the agreement.
Then the builder needed rebuilding
iTechArt had another constraint: recognition. Its May 2023 rebrand announcement described nearly doubled headcount, 117 percent revenue growth, and more than 200 additional clients over the preceding three years. Those are company-reported historical figures. The argument for changing the name was that the outward identity had fallen behind the work.
Pentagram helped develop the Vention brand. The announcement framed the change around visibility among prospective clients and employees. This was a services company discovering that being useful inside somebody else’s organization did not automatically make it recognizable outside that organization.
“the company itself maintained a comparably low profile.”
Vention’s 2023 rebrand announcement
The naming history needs a little care. Today’s Belarus site still calls itself iTechArt and describes six Belarus offices. Vention publishes its own international team figures and service offerings. The names belong in the same historical account, but their current headcounts should not be casually added together.
The international business has since made AI a more visible part of its offer. It also announced an expanded incubator contest in May 2026: one winner would receive approximately $150,000 in development support over up to three months. That is engineering capacity offered as a prize, rather than a cash investment. Even its startup-support program uses the same basic currency: people who can build.
The bill includes coordination
There is no sensible universal price for this collection of work. Vention directs buyers toward a scope-based estimate, with team location, seniority, and roles affecting cost. For a purchaser, the comparison should include recruiting time, management attention, handover, and maintenance alongside the engineering invoice. A cheaper hourly rate can still buy an expensive delay.
The competition therefore includes other software-services firms, freelancers, and the customer’s own hiring plan. iTechArt’s practical appeal is continuity across disciplines. Its Belarus development program describes mentoring, internal EDU communities, meetups, and external training. Those are mechanisms for circulating knowledge through a workforce whose expertise is the thing being sold.
The copyable move is to define a narrow bottleneck, agree what improvement looks like, and assign responsibility before adding people. Distributed engineering still requires decisions from the customer. If priorities change daily, nobody owns acceptance, or a standard off-the-shelf tool already solves the problem, commissioning custom development can add coordination without adding value.
Bevi’s dispenser brings the story back to earth. Somewhere between choosing a flavor and getting a drink, software has to work. iTechArt built its business around the people who make that ordinary moment possible. For the customer, that is the test that counts.