FROM CONSULTING TO MVP
Flowbird x Incubly
Turning Vision into Velocity
How Embedded Expertise Unlocked Digital Delivery
The Client
Flowbird is a global leader in urban mobility solutions, delivering cutting-edge ticketing and payment systems for public transportation, city parking, and electric vehicle charging infrastructure.
Operating across 80+ countries with a platform processing millions of daily transactions, Flowbird represents the intersection of urban innovation and digital transformation at enterprise scale.
The Challenge
Flowbird had a strong market position and a clear, ambitious product vision. But with growing expectations came growing complexity — and delivery started to feel increasingly strained.
Execution wasn’t failing, but it wasn’t flowing either. Teams were working hard — yet results lagged behind the pace of strategic goals.
This is where Incubly came in — not as external advisors, but as embedded change architects working side-by-side with Flowbird’s internal teams.
The Collaboration Journey
Phase _1
Gaining clarity
Incubly deployed a cross-functional audit team—system architect, agile coach, and business analyst—working directly with Flowbird’s CTO, architecture team, and product owners.
This wasn’t a traditional external assessment but an embedded diagnostic approach leading to understanding the delivery struggles, structural issues, and gaps in team accountability.
As a result, Incubly provided a roadmap for re-structuring delivery and engineering processes, introducing cross-functional teams, redefining testing strategies (shift-left), and strengthening product leadership roles.
Phase _2
Influencing change from within
Rather than external consultation, Incubly embedded senior expertise directly into Flowbird’s core teams — becoming integral parts of daily operations while driving systematic change.
The collaboration balanced external expertise with internal ownership.
Incubly team developed transformation frameworks while client teams retained decision-making authority over strategic direction and implementation scope.
Combined teams executed changes hands-on, with Incubly engineers working directly alongside Flowbird staff to build capabilities through daily mentorship.
This ensured knowledge transfer occurred naturally through practice rather than formal training, creating sustainable skill development that outlasted the engagement.
Results:
Cross-functional team restructuring: End-to-end accountability replacing competency-based divisions
Microservices architecture refactoring: Domain-driven design with message-driven patterns
API integration layer: Streamlined partner and system connectivity
Transition to off-the-shelf libraries and tools: Reduced use of custom-built libraries and modules
QA redefinition: Automated testing with shift-left practices embedded from development stage
Hot-path to cold-path data processing optimization: Architecture aligned with actual business requirements
Strategic Product Owner establishment: Real product leadership with business vision ownership
Knowledge consolidation: Reduced outsourcing dependency with critical expertise internalized
Engineering footprint optimization: Distributed operations consolidated into 3 strategic hubs
Phase _3
Extending capacity
With transformation foundations established, Flowbird required scaled engineering capacity aligned with new operational standards.
Incubly delivered R&D-as-a-Service through a Build-Operate-Transfer model:
50+ person dedicated engineering team recruited and integrated into Flowbird’s organizational structure
Complete operational setup including local market branding, HR processes, and cultural integration
Seamless knowledge continuity ensuring new capacity operated within established best practices
Full ownership transfer with internal teams assuming complete control over expanded capabilities.
The Impact
Improved time-to-market for business reporting through optimized data pipeline architecture
Enhanced delivery predictability via consolidated cross-functional processes
Cost optimization through reduced average salary expenses and strategic outsourcing reduction
Increased test coverage and quality assurance through comprehensive shift-left implementation
Long-term cost efficiency via product mindset adoption and standardization practices
Strengthened internal capabilities through embedded knowledge transfer from senior practitioners
The Outcomes
Fixing the product isn’t enough. Real change comes from reshaping how teams think, work, and own what they build. Addressing architectural complexity without restructuring team dynamics (or vice versa) creates incomplete solutions that limit long-term success.
Sustainable transformation requires embedded expertise, not external advice. By integrating directly into client operations, Incubly created lasting change through daily practice and knowledge transfer rather than theoretical frameworks.
Product ownership redefinition is critical for delivery success. Establishing genuine product leadership—with strategic business influence beyond backlog management—proved essential for aligning technical delivery with business value creation.