LATAM travel and expense platform
We joined a regional travel and expense platform to do two things at once: unblock stalled development and build a grounded plan for modernizing the product -- without stopping operations.
In 30 days, we joined a legacy travel and expense platform, shipped 3 PRs to production, audited 13 solutions, and delivered an eight-dimension technical scorecard that grounds modernization decisions in evidence, not gut feel.
Most engagements start with an audit phase and deliver later. We skipped that split. In the first month, we got into the codebase, learned how the business operates, closed priority issues, and produced a scored technical baseline to guide modernization decisions with evidence, not gut feel.
The organization had to keep shipping features on a platform built from legacy layers, fragmented knowledge, and years of accumulated technical debt.
01Pending issues cut across the database, business logic, API layer, and WebForms views.
02Eighty-five percent of the codebase was still on .NET Framework 4.7.2, with data access relying on 421+ stored procedures.
03Unit test coverage was 0%, and there was no original technical documentation to reduce regression risk.
04Prioritization involved multiple stakeholders across business and operations, and the context needed to make those decisions was spread across people and tools.
We started delivering value during onboarding, not after it.
We started by understanding product vision, commercial priorities, the current architecture, and the status of migration efforts already in motion.
We set up the local environment, mapped structure and dependencies, and automated the extraction of operating documentation so the team could ramp up faster.
We ran stakeholder interviews in parallel with backlog work -- delivery started before the picture was complete.
With enough context in hand, we accelerated on priority issues and closed out a technical diagnostic that would shape the next decisions.
Rather than talking about technical debt in the abstract, we measured it: complexity, dependencies, integrations, and maintainability -- scored and documented.
We mixed discovery, delivery, and early modernization work. There was no dead phase where we only studied the system.
We fixed issues that touched operational logic and user experience across multiple layers of the product.
While working through backlog, we also advanced one structural piece of the migration and established a pattern others could reuse.
We opened a new front to automate accounting exchange with a third-party system, without waiting for the broader modernization to finish.
We turned the system readout into scored artifacts the team could use to prioritize, not scattered notes.
The first month produced results across three areas: execution speed, technical health, and the organization's ability to make better decisions going forward.
The team was productive from the start, shipping real output while still learning the system.
Beyond shipping fixes, we moved structural pieces that reduce friction going forward.
We also reduced internal friction and left better conditions for the next cycle.
The difference here was straightforward: technical judgment, speed, and knowledge transfer from day one -- not a promise of some future transformation.
We entered the product as it already existed -- stakeholders, constraints, accumulated debt and all. No sandbox. No fictional backlog.
While building the technical baseline, we were also merging changes to production. That means stakeholders see value in weeks, not months.
Instead of promising a total rewrite, we moved one entity to Entity Framework, removed legacy stored procedures, and left a reusable pattern for the next phase.
After interviews, context tooling, and 19 analysis documents, the knowledge that used to live in people's heads and chat threads was documented and accessible.