The healthcare software company had a familiar ritual. It released an update. Customer service reported problems. Engineers hurried back to repair what had just gone out. The software helped hospitals track physicians’ time and manage contracts, but its own release process kept producing emergencies. NewVision Software’s account identifies three causes: weak development processes, incomplete analysis and shallow quality assurance. The first failure happened before customers touched the update. People had not agreed precisely enough on what a successful change should do.
- NewVision builds, tests and runs enterprise software, with a focus on regulated industries.
- Its case studies show both sides of testing: filling gaps and cutting waste.
- Since July 2026, it has been a wholly owned SoftServe company.
The trouble with counting
NewVision introduced Scrum practices, feature testing and closer discussion of acceptance criteria. It expanded the regression suite from 150 to more than 825 cases. It also developed a product and process guide so newcomers could understand the work. The company reports 12 releases without a major defect escaping to the customer, alongside a 15% increase in sprint velocity.
Then consider the opposite problem. In an October 2026 case, an unnamed Big Four audit firm had more than 300,000 test cases. Here, the difficulty was redundancy, maintenance and weak alignment with business-critical processes. NewVision says it reorganized regression testing around risk and cut test cycle time by 60%.
Separate engagements. Company-reported outcomes.
Those two stories belong together. A test count is a tempting management number because it is easy to display. Yet one client needed a bigger suite and another needed a more selective approach. The useful question is which business failures a suite can catch. NewVision’s examples suggest that engineering judgment begins where the reassuring dashboard stops.
A business that grows by assignment
That is a useful way into a company whose service list can otherwise feel like an airport departures board: product engineering, cloud, data, AI, assurance, automation and managed operations. NewVision sells the people and delivery capability to connect those activities. A customer can commission a product, modernize an application, automate testing or arrange continuing support for the systems already running.
Its buyers include software businesses and enterprises in audit and tax, financial services, healthcare and technology. The named marketing client UpSwell illustrates the reach beyond those categories. NewVision’s case describes automating SAP order-to-cash testing, including data validation, pricing and customer records. The appeal is practical: changes to software should arrive without putting the workflow that brings in revenue at risk.
The company’s global capability centre offering makes its commercial logic unusually visible. A GCC is an enterprise’s own overseas capability hub. NewVision describes entering with named specialists, moving to a cross-functional delivery pod, then taking responsibility for broader outcomes. Its material says one Big Four relationship grew from a small assignment into more than 35 products and hundreds of specialists.
“Before suggesting a single change, we learned how the centre actually works”Harshad Mandlecha · Client Partner, NewVision
The sequence offers a useful buying discipline. Give a team one outcome it can own, agree how to measure it and expand after delivery earns the next assignment. NewVision packages entry points as a two-week AI discovery workshop, a six-to-eight-week centre-of-excellence sprint and a 90-day delivery pod called POD Zero.
For procurement teams, those are three different purchases. A workshop should end with a decision about where to invest. A centre of excellence should leave behind reusable methods and assets. A delivery pod should finish agreed work against a measurable outcome. NewVision’s offer makes room for each, but the buyer still has to choose the unit of progress. An additional engineer, a working product and a reliable release process are different things to put on a purchase order.
AI with a paper trail
NewVision’s current positioning puts AI inside engineering for regulated enterprises. In those businesses, a useful answer must also survive questions about access, evidence and accountability. The company’s services extend from data engineering and analytics to generative AI, supported by SPECTRA, its proprietary framework for organizing the data journey across cloud platforms.
An October 2026 case describes a US SaaS business struggling with fragmented AI policies, assessments and documentation. NewVision helped build a centralized governance platform and reports 70% less manual assessment effort with full audit traceability. These are company-reported results from an unnamed customer. Their value as an example lies in the problem being addressed: managing the paperwork and risk around AI adoption.
The partner network supplies more of the machinery. NewVision joined ServiceNow’s consulting and implementation partner program in January 2025. A May 2025 announcement described using Tumeryk’s AI Trust Score with Elastic retrieval and integration capabilities. Its cloud and testing relationships include Microsoft, AWS, UiPath and Tricentis. The work combines established platforms with custom engineering around the customer’s processes.
A bigger network, a familiar team
Founder and CEO Kapil Godani brings more than 30 years of technology experience. COO Balan Ramaswamy’s background spans engineering, delivery and business leadership. NewVision’s public values emphasize openness, trust and learning. Its careers material describes a team of more than 700 across India and the US; delivery operations are anchored in Pune.
On July 14, 2026, SoftServe announced its acquisition of NewVision. The terms were undisclosed. Godani, Ramaswamy and the leadership team stayed, and NewVision retained its name. The acquisition connects its delivery organization to a parent employing more than 10,000 people across 15 countries. For buyers with engineering work spread across regions, that expands the available network behind an existing relationship.
Start where the trouble starts
NewVision fits the market for ongoing engineering responsibility: software that needs building, correcting, modernizing and operating. Buyers can compare specialist engineering or testing firms, or assemble the capability internally. Its proposed advantage is the combination of disciplines and the ability to grow from one assignment into a wider delivery relationship.
That model asks something of the customer, too. Someone must define the business risk, grant appropriate access and settle acceptance criteria. The GCC offer assumes an existing centre; legal entity formation and site selection belong with other advisers. For a buyer facing recurring release trouble, the copyable first move is concrete: choose one troublesome workflow, define success and make the next release prove it.