Engineers who've built at scale,
not consultants who make slides.
Convoy Consulting started because we were building our own cloud infrastructure. Other companies kept asking if we could do the same for them.
The question made sense. We'd already worked through the same problems they were describing: over-provisioned AWS accounts, monoliths that had outgrown their architecture, AI projects that produced dashboards with no operational value. We knew what the work actually involved. So we started taking the engagements.
What we actually believe
about consulting.
Working software is the deliverable.
Every engagement ends with something deployed, measured, and running in production. The output is a system your team operates and owns. Strategy documents sit in downloads folders. Shipped code sits in production.
Start small. Earn the bigger work.
We begin every new relationship with a two-week discovery and a scoped proof of value. The work earns the trust, and the trust earns the scope. If the proof delivers, the relationship grows from there.
Tell clients what the evidence shows.
Sometimes the answer to a technology problem is a process change, a different team structure, or simply leaving the current system alone. We say this when it's true. It costs us short-term business. The clients who come back do so because of it.
The engineers who scope it build it.
There's a particular failure mode in consulting where senior people sell the work and junior people do it. We're structured differently. The person who looks at your system in week one is the same person writing the code in week three.
Three markets. One team.
Netherlands
Dutch technology companies tend to have mature engineering teams. The constraint is usually bandwidth. The cloud migration that's been on the roadmap for two years, the legacy system everyone works around, the AI proof of concept that stalled at prototype — these are the problems we pick up.
Sri Lanka
The Sri Lankan technology sector is scaling fast. Companies are hitting the infrastructure problems that come with growth: systems built for early-stage volume that need to handle ten times the load. The engineering depth exists locally; the capacity to step back and fix structural issues is harder to find.
Malaysia
Companies operating regionally across Southeast Asia face a specific version of the scale problem: multi-market deployments, regulatory complexity, and data residency requirements that make architecture decisions harder. We've worked on systems with these constraints before.
Where the team has worked.
The companies below represent specific types of engineering problems: scale, regulation, latency. These show up in client work.
Cloud infrastructure and telecom-scale platform engineering.
Systems serving hundreds of millions of users.
We design for edge cases from the start. A 0.1% failure rate isn't acceptable when the volume is high enough.
Financial services and insurance platform architecture.
Regulated, high-stakes, zero-downtime environments.
We know how to ship in environments where mistakes are expensive. Rollback plans and compliance checkpoints aren't afterthoughts.
Real-time geospatial data systems.
Distributed processing and low-latency delivery at global scale.
When your bottleneck is throughput or latency rather than cost, we've solved it at a scale most teams never reach.
We run our own production cloud.
That means we've had the 2am incidents, the cost spikes that needed explaining, the scaling events that broke something unexpected. When we recommend an architecture to a client, we've already had to live with the consequences of similar decisions on our own systems.
Convoy CloudWorth a conversation?
Tell us what you're working with. We'll spend an hour understanding it and give you an honest read on what we'd do and what it would take.
[email protected]