Digital transformation has become the next big frontier defining how businesses operate. A survey found that at least 77 per cent of CEOs have accelerated their digital transformation plans. Now, digitisation has not only found a new meaning but also became a shield for labour and productivity.
Its rise has been unequivocal among both small and large companies and there are companies like Sigli at the centre of this rapid change. From the periphery, Sigli looks like just another tech company, but its story is a confluence of engineering and business and the unity that comes out of it and has been helping companies meet their digitalisation goals for years.
Built on values
Sigli was founded in 2015 in Vilnius, Lithuania, after its founders had spent years working for big corporations with an engineering-first mindset. The four founders realised that engineering is important, but there is a need for unity between engineers and a business mindset. This led them to launch Sigli as a business-centric company with a razor-sharp focus on clients.
“We believe that any engineering solution is done by a human who is an engineer and who understands the business side of it,” says Maxim Golikov, Sigli’s Chief Business Development Officer and host of the Innovantage Podcast.
While the founders are still engineers at their roots, Golikov adds that there is often a gap in thinking between engineers and business people and when you bridge that gap, there is a lot of value to derive. This, he adds, is exemplified by Sigli’s three values: ownership, transparency, and service.
He says the company is built on a foundation where every person, regardless of their position, is encouraged to take ownership “because as a person, your capacity to bring value is much higher than any system that an engineer can develop.”
Golikov further adds that they encourage transparency for everybody, internally as well as externally, while service is the very basis of its existence. When they started, these values formed their backbone, while software development was its core service. Golikov tells me back then, it wasn’t even called digital transformation, but they did build the foundational blocks that are now called digital transformation.
Digital transformation
The way Golikov explains the rapid escalation in demand for digital transformation is different from any other narrative. He tells me that they have been solving engineering challenges for years but as the company got older and its clients became closer, the scope of the challenges also grew.
This challenge, be it engineering, technical or business, can be collectively dubbed as digital transformation. “And through the experiences that we’ve gained, through business experience, through technical experience, through product experience, we understood that we can bring more value to the table than just writing lines of code,” explains Golikov.
Most businesses start with basic services but as their client needs evolve, their capabilities evolve with those needs. Sigli’s story is essentially that where they started by solving engineering challenges before evolving to do projects with end-to-end delivery, looking at the problems of their clients through a business lens and applying digital solutions to solve them.
Even at this stage, Golikov quips, they didn’t call it digital transformation but once they added governance to their services, they began to officially call what they did – digital transformation. The three basic blocks of digital transformation for us came down to, building that relationship with the client, being aligned on the same level with them, creating that transparency through one of our values and again being focused on the end value that we bring,” he adds.
A great example of Sigli’s approach to digital transformation in action is the work it has done for Allkind Group, a leader in accessible technology for individuals with disabilities. With Allkind, Sigli reimagined their digital infrastructure by integrating AI capabilities to enhance both operational efficiency and customer engagement. The partnership led to development of intelligent features like personalised learning tools and automated support systems, tailored to the unique needs of Allkind’s audience.
“By aligning cutting-edge innovation with a deep understanding of industry challenges, Sigli demonstrated how digital transformation can unlock new possibilities for businesses dedicated to making a meaningful impact,” says Golikov.
Software as an enabler
When it comes to digital transformation, the three key things to consider are speed, efficiency and security. While that is true, Golikov adds that software is only an enabler because tech companies and startups are always after speed and efficiency while larger businesses are keen on security.
Since Sigli is based in Europe with offices in Antwerp and Vilnius, the company is uniquely positioned to deliver speed, efficiency and any additional securities, whether it is regulatory or governance. But the real challenge, he explains, is the resistance to digital transformation within non-tech companies.
“So a digital transformation project for a company that is not a tech business often means spending a lot of money on something very, very nebulous,” he says.
Since many old companies rely on legacy systems, digital transformation requires redoing everything from the group up and it can be a huge expense. Golikov states that such companies see digital transformation projects as an expense or as a revenue generator and with software as an enabler approach, they build a solution that is not only digital but also a revenue-generating model. He argues that the value of digital transformation is tied to technology and not derived from it.
Artificial intelligence
At the time of writing, 90 per cent of Sigli’s business comes from Europe while 10 per cent comes from the US. When the company started, it maintained a balance between the US and Europe but has found its business model and mindset more suited to European businesses. Golikov says the bulk of their business comes from Benelux with Belgium and the Netherlands driving a lot of business.
The company also generates a good amount of business from the DACH region, primarily Switzerland and Austria, with Germany not contributing in a big way. Insurance remains one of the biggest industries while education (or edtech) remains equally important. The clients of Sigli can be summed up as non-tech businesses like logistics to tech-focused businesses like e-commerce.
“I would say that we have kind of not an industry but a very heavy focus on data solutions, data analysis, business intelligence, data platforms, and AI,” quips Golikov.
He doesn’t hesitate to state the obvious – the tech industry loves its hype cycles but claims that AI is indeed the next big thing. He says AI has real applications and tangible effects that he hasn’t felt in a long time and adds that he didn’t feel this way about AR or VR, IoT, and even crypto or blockchain.
“AI seems to be more ubiquitous,” he says, before adding, “it seems to cover everything. All industries, all levels of management, all people, day-to-day business, governments, etc.”
While AI is the buzzword right now, Sigli has been building data-centric solutions for a while and AI is all about data. “Data is the bedrock of any digital transformation project because it is important both from a regulatory standpoint as well as internal security standpoint.”
How does Sigli approach AI? Golikov says they always ask whether they need AI to solve this problem and don’t use AI as a quick fix. He says to derive the best result from AI, it is important to understand the limits of AI and if there is good data in a project or a problem then that problem is likely to be solved by AI.
“A lot of companies just want AI for the sake of AI without knowing that it will hallucinate and give wrong information a lot of the times,” he adds.
He says it is important to understand the potential of AI but even more important is to know its limits. One way Sigli is already using AI is by connecting its chatbot with OpenAI’s large language model to improve customer service, assistance, and experience. The company is also using AI to help businesses solve challenges with patient diagnosis accuracy, supply chain optimisation, predictive maintenance, efficient grid maintenance, network optimisation, etc.
The use of AI in the logistics industry is a great example. Golikov tells me they worked with a leading provider of IoT-enabled freight solutions provider to transform their cargo tracking systems with AI. Sigli introduced AI-driven communication tools that enhanced operational insights and user interaction. This demonstrates Sigli’s deep understanding of the industry and its ability to think how AI can redefine experience before implementing it.
However, to succeed with AI, Golikov recommends looking at why AI is needed and what AI can do and then applying governance to achieve the best result. Afterall only 20 per cent actually use AI while only 5 per cent succeed with AI.
Structured growth
Without delving deep into the financials, Golikov reveals they have an annual turnover of €5M right now and a team of 100 people. In the next two years, the company aims to double that number to €10M while also doubling its team size. With the ongoing geopolitical situation and uncertainty in the market, the Belgian company is optimistic but also cautious.
The company aims to double its revenue in the next two years by following its play book in Belgium. He says by investing more in the region, they were able to grow their business and as the next step, they want to do the same with the UK. “At the moment we are considering opening up an office next year there,” says Golikov, adding they are looking at London, Reading, Birmingham or Manchester as a possible location.
If this expansion goes well, the company plans to continue to focus on Benelux and the UK while also expanding in regions like DACH and the US. shift its focus either to the US or the DACH region. They also plan to hire across a broad range of roles. One thing that won’t change is its business philosophy, which Golikov reckons is their north star. He says their growth and competitive advantage are directly linked to their business philosophy and company values.
01
From port to startup fort: How Lars Crama is ‘Making it Happen’ in Rotterdam