Gerritsen Group

The Problem

Gerritsen Group operates in the specialized field of industrial relocations, where projects are complex, timelines are tight, and coordination across teams is critical. As their operations evolved, so did the need for digital solutions that could support operational efficiency, planning, and project execution.

The challenge was not only building software, but ensuring that development efforts stayed aligned with real operational needs. Without clear ownership and product direction, even well-built solutions risked missing the mark. Gerritsen needed a delivery setup that combined execution power with structured product management.

Our Approach

We partnered with Gerritsen Group by embedding a dedicated outstaffed development team alongside a product manager who took ownership of delivery and alignment. This setup ensured that technical execution and product decision-making moved together, rather than in parallel.

Our teams worked closely with Gerritsen’s internal stakeholders, integrating into existing workflows and gaining a deep understanding of their operational challenges. The product manager acted as a bridge between business needs and development, ensuring priorities were clear, progress was steady, and outcomes remained aligned with real-world use cases.

What We Built

We supported the development of digital solutions tailored to Gerritsen Group’s industrial relocation processes. The focus was on improving operational efficiency and supporting project coordination across complex, multi-phase relocations.

By combining outstaffed developers with dedicated product leadership, we ensured that features were not only delivered, but delivered with context. Decisions were informed by on-the-ground realities, allowing solutions to evolve in step with Gerritsen’s operational requirements.

Impact Over Time

Over time, the collaboration created a more structured and predictable development process. Projects benefited from clearer ownership, improved coordination, and solutions that better reflected the complexities of industrial logistics.

By embedding both development capacity and product management, Gerritsen Group gained a delivery model that supported continuous improvement and long-term evolution — not just one-off implementation.