Rayse had a problem that will sound familiar to anyone who has watched a promising software business grow. The real estate technology startup needed to deliver more features, faster. Its infrastructure had been assembled manually across multiple cloud providers. It lacked established quality assurance processes and a DevOps framework. Adding ambition to that arrangement would only add pressure.
- Builds and repairs custom software, from cloud infrastructure to payment platforms.
- Sells project delivery, dedicated talent and technical advice.
- Its Rayse case shows why release discipline can matter as much as extra developers.
In Plan A Technologies’ account of the engagement, the intervention started underneath the product. A mixed team brought architecture, design, development, testing and operations together. They centralized infrastructure on Amazon Web Services and used Terraform to automate its configuration. Monitoring and error handling improved. More than a dozen Plan A staff were working alongside Rayse’s team when the case study was published.
The useful detail is the sequence. Before accelerating delivery, they made delivery more repeatable. A startup can recruit another developer. Establishing how developers, testers and infrastructure specialists work together is a different purchase. That is the space Plan A sells.
on AWS
with Terraform
and release discipline
Two founders, several dress rehearsals
Aron Ezra and Slav Kulik had already worked through the awkward business of turning software into companies. Their earlier ventures included MacroView Labs, acquired by Bally Technologies, and OfferCraft, acquired by NRT. Ezra brought the chief executive’s perspective; Kulik had been the chief technology officer and chief software architect. They had experienced the same product from opposite ends of the meeting table.
While building those businesses, they hired outside development firms. The company’s origin story describes disappointment with suppliers whose presentations outperformed their delivery. Other executives also kept asking the founders for technical help. Eventually, they started charging for the advice. Plan A, founded in 2020, turned that experience into a services business.
Today Kulik is CEO and Ezra chairs the board. Their positioning depends on a practical distinction: customers are hiring people who have owned the commercial consequences of engineering decisions. Plenty of consultancies promise that perspective. The founders’ previous businesses give this particular promise a biography.
Slav Kulik / CEO
Aron Ezra / ChairmanThe product is the working relationship
Plan A offers custom software development, modernization, systems integration, cloud work, data engineering and AI implementation. The deliverable might be a mobile application, a rebuilt enterprise platform or a team embedded in the customer’s organization. Its financial-services practice covers digital wallets, payment systems, identity checks and anti-money-laundering tools. Its gaming and hospitality work includes loyalty programs, reservations, games and integrations with existing casino systems.
Customers can commission a project, retain ongoing help, buy hourly work or add dedicated specialists. That makes Plan A an alternative to building every capability internally, or coordinating separate freelancers and specialist vendors. It occupies the broad software engineering and technology advisory market, with particular experience in industries where payments, regulation and old systems meet.
Its careers page describes staff across more than 20 countries and promotes remote work, mentoring and work-life balance. Its customer pitch promises around-the-clock availability. Making those claims coexist requires coverage across people and time zones. Buyers should make the staffing arrangement and escalation responsibilities explicit in the engagement.
The purchasing question is therefore bigger than the hourly rate. Who makes architecture decisions? Who tests a release? Who answers when it breaks? A sensible comparison prices the entire delivery arrangement, including the customer’s own management time.
Price the whole arrangement.
A dispatch tool finds a second job
One revealing company case study concerns an unnamed audio-video installation business. It had proprietary software for dispatching electricians and installers. The owners wanted to modernize it and sell the system to businesses outside their own competitive territory. The change in ambition mattered: software for one operator now needed to serve multiple organizations.
Plan A says it rebuilt the platform using .NET and React, with React Native mobile applications. Field staff gained ways to record video, present proposals, collect payments and request assistance. Routing connected nearby workers with jobs. Multi-tenant functionality made the software suitable for resale.
The company reports that the owner subsequently generated more than 20 times the development spend by reselling the solution. Treat that as a vendor-reported outcome for one unnamed customer. It is an interesting business-model change: an internal operating expense became a product other operators could buy.
Healthcare presents a different kind of specificity. Plan A describes building a clinically moderated discussion platform for patients with chronic conditions. Participation monitoring could flag withdrawal or concerning messages for nurses or family members. The hospital is unnamed and the project was described as continuing to evolve. The example shows why domain knowledge includes the people who must respond after software sends an alert.
Before you buy the company, inspect the code
In September 2026, Plan A announced the acquisition of a stealth AI assessment tool for technical due diligence. Its creator, Serhii Melnychuk, joined as an architect. The intended customers include private equity firms, strategic acquirers and investors examining technology-heavy businesses.
The idea is to connect signals across large, fragmented technology environments and help distinguish manageable technical debt from problems that change a deal’s economics. Plan A says interviews, manual code review, architecture analysis and commercial scanning tools remain part of the work. Kulik emphasized the continuing role of experienced technical reviewers in the announcement.
“AI is not a substitute for senior technical judgment.”
Slav Kulik / September 2026
That is a useful constraint on the broader AI sales pitch. A finding becomes valuable when someone can explain its effect on integration, security, scalability or future investment. Faster analysis still needs an accountable interpreter.
Buy a diagnosis before a bigger team
The lesson readers can copy is simple enough to put in a procurement brief: identify the constraint before buying capacity. Rayse’s case points to infrastructure and release discipline. The dispatch project points to architecture that could support additional customers. Kulik’s published modernization advice recommends regular audits, staged changes and feedback from end users.
For a buyer, this approach makes sense when existing software carries business value but needs expertise the internal team cannot readily supply. It is a weaker fit when a standard product already solves the problem, or when nobody inside the customer organization can prioritize requirements and accept the work. More specialists cannot settle an unresolved business decision.
Plan A’s most persuasive proposition is the combination of diagnosis and implementation. The demo can show what software might do. Someone still has to make it work on an ordinary Tuesday.