July 2, 2025
In today’s fintech environment, product velocity is everything. Launching faster, spending smarter, and staying competitive without bloating headcount has become a core challenge for U.S.-based startups and scale-ups. Ferry Pay, a rapidly growing digital payments platform, faced this challenge head-on.
With rising developer costs in the U.S., outdated infrastructure, and an expanding feature backlog, Ferry Pay knew that traditional hiring models wouldn’t cut it. That’s when the company turned to a strategic partner to assemble a senior offshore development team, not just to save money, but to accelerate growth, following principles outlined in How to Build A Cost-Effective Offshore Development Team.
The result? A 43% reduction in engineering costs, 3x faster release cycles, and a fully modernized payments platform, all without compromising security or compliance.
This is how they did it, and why fintech companies are increasingly building through offshore development partners to drive scale without compromise.
Ferry Pay’s internal team had successfully brought their product to market, but as adoption grew, the cracks began to show. Their core platform was running on a fragile, monolithic backend. Performance issues, scaling bottlenecks, and limited developer capacity were slowing down innovation.
Even worse, U.S.-based engineering salaries were rising fast. Hiring a single mid-level developer was projected to cost over $150,000 per year when factoring in salary, benefits, and bonuses, numbers confirmed by both Glassdoor and Levels. fyi. Add to that an 8–12 week hiring cycle, and product momentum came to a crawl.
According to a 2023 McKinsey report, nearly 70% of U.S. fintech leaders cite tech talent scarcity and high local developer costs as their top barriers to innovation.
Ferry Pay needed a solution that delivered results, not overhead. They needed product velocity, cost efficiency, and a future-proofed system built to scale.
The Pivot: Integrating An Offshore Development Team As A Strategic Move
Rather than continuing to burn time and budget in the local hiring cycle, Ferry Pay’s leadership made a bold, strategic pivot. They partnered with a senior offshore development team with fintech experience, ready to rebuild their platform from the ground up.
This wasn’t a temporary staffing arrangement. It was a hybrid engagement model. Ferry Pay retained product ownership and architectural oversight in the U.S. while delegating feature delivery, refactoring, and modernization to an offshore team working in close collaboration.
Their offshore squad took over engineering responsibilities across four key initiatives:
And it worked. Faster than anticipated.
In just six months, Ferry Pay's engineering efficiency improved dramatically. This wasn’t just a case of cheaper development; it was structured execution with real velocity, quality, and output.
Here’s what the company achieved:
These numbers didn’t happen by accident. Ferry Pay’s offshore team delivered because the engagement was structured, embedded, and sprint-driven from day one.
Deloitte backs this trend. According to their latest outsourcing report, businesses that adopt a structured offshore development model see up to 70% lower costs and up to 60% higher productivity across agile teams.
Ferry Pay not only met these benchmarks, but they exceeded them.
Fintech is one of the most demanding verticals in tech. Code quality, data security, compliance, and user experience must be world-class from day one. This makes choosing the right partner absolutely critical.
Ferry Pay’s success was tied to three key pillars:
They didn’t just hire “developers”; they partnered with engineers who had fintech-specific experience. These were professionals who understood tokenization, PCI compliance, transactional security, and API-level integrity from day one.
That domain expertise saved weeks of onboarding and accelerated trust.
One of the biggest misconceptions about offshore development is that it causes communication delays. In Ferry Pay’s case, their offshore team operated with real-time overlap, overlapping 4–6 hours daily with their U.S. headquarters. This enabled daily standups, real-time feedback loops, and continuous alignment.
No delays. No silos. Just product momentum.
From backlog grooming to deployment, the offshore team took full ownership of delivery. This allowed Ferry Pay’s internal product leadership to shift focus from “managing tasks” to shaping product vision and go-to-market strategy.
This wasn’t just a cost center; it was an execution engine.
A 2023 KPMG study backs this shift, revealing that 84% of fintech executives now view offshore and hybrid development as a strategic enabler rather than a stopgap cost-saving tactic.
Perhaps the most impactful outcome of the engagement was the transformation of Ferry Pay’s backend infrastructure.
Their original backend stack was built fast, but not built to last. It was monolithic, difficult to scale, and required specialized knowledge to manage. New engineers took weeks to onboard. Feature releases were risky and slow. And peak traffic periods stressed the system to its limits.
The offshore team broke this architecture into well-documented services, implemented scalable APIs, and built a reporting and logging infrastructure that met fintech-grade compliance requirements.
This legacy overhaul delivered:
This was more than a code update. It was a full system reset, delivered in parallel to live product support and with zero downtime.
Ferry Pay’s story proves that success with offshore development isn’t just about picking a cheaper vendor; it’s about picking the right one, embedding them well, and setting up the engagement for shared success.
Their offshore team didn’t just write code; they unlocked the roadmap. They gave Ferry Pay’s internal teams the space to innovate, think long-term, and stay ahead of the curve without burning runway.
This model works across fintech, SaaS, healthtech, and marketplaces, especially when speed, savings, and stability are non-negotiables.
In a funding-constrained, high-pressure environment, smart product leaders aren’t trying to build everything in-house. They’re building what matters most, and finding reliable partners for everything else.
Ferry Pay took that approach seriously, and the results speak for themselves.
If your company is managing legacy tech, trying to ship features faster, or scaling without runway for a full in-house team, follow their lead:
At Type B Digital, we help fintech startups and product-led companies build high-performing offshore development teams that scale efficiently, communicate clearly, and deliver with confidence from day one.
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