Synerzip made distance a design problem

The revealing detail in Synerzip’s history is a customer asking for something its founders had barely tried. Their first client wanted agile development. Vinayak Joglekar knew the theory; the practice was new. They agreed to try it. A method requested by a customer became central to the business.

That beginning is useful because offshore development is often discussed as arithmetic. Put engineers somewhere less expensive, subtract the difference, and admire the result. Synerzip’s story becomes more interesting when you ask what happens to the information travelling between those engineers and the people deciding what to build.

01 The first customer chose the method

Hemant Elhence and Joglekar founded Synerzip in 2004. In a later interview, Joglekar described leaving an earlier supply-chain software venture after returns disappointed and most of its cash had been consumed. The new opportunity was smaller businesses that wanted access to engineering teams in India.

The first customer, a Houston business managing mobile invoices, asked for agile delivery. The founders accepted. This was a modest start to a company that would describe itself through Agile and Lean Startup principles. The customer had helped choose the operating method.

02 A team with a memory

Synerzip’s offering was a continuing engineering relationship. Its cross-functional teams could include product ownership, user experience, development, quality assurance and DevOps. US-based architects and product managers worked with engineers in Pune. The client retained a product to build; Synerzip supplied people and expertise to help build it.

Its market included venture-backed software businesses and independent software vendors. Historical customers included Quickoffice, ExamSoft and ForUsAll. The last of those, a retirement-plan technology business, said Synerzip helped enhance its product and re-architect its platform as its engineering needs expanded.

“They will tell you if an idea is bad”Herman Spencer, on his Quickoffice experience, 2016

There is a surprisingly demanding promise inside that customer observation. A useful partner has to understand enough of the product to disagree intelligently. That requires context: why a feature exists, what customers do with it, and which compromises have already been made. A dedicated team has a chance to accumulate that memory.

The economics still mattered. Synerzip’s historical marketing claimed savings of at least 50 percent through development teams in India. Treat that as a vendor claim. A sensible budget also counts architecture, onboarding, coordination, testing and maintenance. An inexpensive hour becomes expensive if it produces work that must be explained and built twice.

A Zimbra testimonial describes working demos every two weeks and a product delivered in 90 days. That is one customer’s reported experience. Its broader lesson is about visibility: a demonstration gives the buyer something concrete to examine while there is still time to change the next piece of work.

03 The patient just wants to get back in

OrthoAccel’s AcceleDent application makes the work tangible. The app connected by Bluetooth to an orthodontic device. Its published case study describes patients repeatedly entering credentials and sessions being lost when many users logged in. A mobile application had become troublesome at the very moment it needed to be convenient.

Synerzip examined the app alongside the backend and cloud systems. The team introduced biometric login, addressed a Postgres data problem, corrected treatment records and moved analytics to Firebase. It also worked with OrthoAccel on acceptance testing and a rehearsal of deployment and database migration.

The case is instructive because the visible irritation and the underlying failure lived in different places. A patient sees a login screen. An engineer has to follow the session into the system behind it. Fixing only the screen would leave part of the problem untouched. Here, mobile usability and backend reliability belonged in the same assignment.

04 The document has to survive the trip

Another piece of Synerzip’s record involves an object considerably less fashionable than an AI model: a Word document. The company worked on LibreOffice interoperability, including how DOCX files behaved when imported and exported. Its QA architect Dushyant Bhalgami presented measurement work at the 2014 LibreOffice Conference in Bern.

The presentation covered visual comparisons and checks at the XML level. A document can open successfully and still come back changed. That distinction is a neat illustration of quality engineering: success depends on examining what survived the journey, rather than merely recording that the software ran.

These projects help locate Synerzip in the market. It was a product engineering services business with mobile, cloud and testing expertise. Buyers could recruit internally or choose another development partner. Synerzip’s case rested on supplying a functioning team that could work alongside the customer’s engineers and stay with an evolving product.

05 The name kept moving

In December 2020, Synerzip merged with Prime Technology Group, backed by Frontenac. Prime brought expertise in regulated industries, including healthcare, insurance and finance. The combination joined that domain knowledge to Synerzip’s product development capabilities. In May 2021, the combined business launched as Excellarate.

Encora announced its acquisition of Excellarate in January 2023. Coforge completed its acquisition of Encora in April 2026. Those successive combinations matter when interpreting the old name: later workforce and customer totals describe larger businesses, with capabilities contributed by more than Synerzip.

The practical thing to copy is the feedback arrangement. Give a team a bounded problem, access to someone who can make product decisions, and an early occasion to demonstrate working software. Watch whether its questions improve the assignment. This is a buying principle suggested by the model, rather than a guaranteed outcome. Where decisions remain inaccessible or feedback arrives only at the deadline, distance has plenty of room to become expensive again.