01
An unreliable plan, not a missed deadline
A date the team couldn't keep and a date it never believed in look the same from your seat. Without a plan the team can make and defend, every commitment is late before work starts.
For leaders of tech companies with teams in Vietnam
Close the gap between what you expect and how your team in Vietnam actually delivers.
Deadlines slip. "Almost done" lasts for weeks. You hear about problems from the client first. It's rarely talent or effort. Velocify finds where delivery breaks, then builds the planning, ownership and decision-making habits inside your team, the way Vietnamese teams actually work.
Your team
Where does your delivery break?
Tick what you recognize. We'll draw what it usually points to.
0 of 9 ticked
None of these? Tell us what's happening instead
The problem
The gap most founders don't expect
Hiring good people in Vietnam is the easy part. Months later the team is in place, works hard, and still doesn't deliver the way you assumed. From your seat it looks like a delivery problem. Up close it's usually three things.
02
No signal that a project is unhealthy
Reports track activity, not health. Nobody has agreed what "on track" looks like, so the first real warning comes from the client. More check-ins don't fix that.
03
The founder as the only one who knows why
Priorities, trade-offs and the business reason behind each feature live with you. The team builds what was asked, the client is still unhappy, and every project needs you to step in before you can take the next client.
What an insider will tell you
"Yes" often means "I heard you"
Not "I can". Agreeing to a date is politeness, not a commitment, unless the team has a safe way to say otherwise.
Estimates nobody challenges
Pushing back on the boss isn't done, so the number is political. The cause is cultural, not the team's fault.
Bad news travels late
Part face-saving, part no safe channel. Fix the channel, not the people.
What founders usually try first
- 01
Closer supervision
More check-ins, more reports, more of your own time.
- 02
Hiring someone to "own delivery"
A delivery manager hired to manage a plan nobody can make yet.
- 03
An imported methodology
Scrum, OKRs or a playbook, applied through months of trial and error.
Each of these treats the symptom. The cause is a capability and culture gap, and it rarely fixes itself by adding another manager.
How we work
Diagnose, design, develop, embed
We're not here to run a session and leave. We change how the team works, and stay close enough to know whether it held.
What changes on the ground
0 of 8
Walk the loop and this fills in, one step at a time.
Honest timing
A plan the team keeps and a delivery pace you can predict usually take a few months, not a few weeks. We say so up front and show progress along the way.
Start here
Start with a diagnosis
Every engagement starts with a short, fixed-scope, paid diagnosis of how your team actually delivers. You get a clear answer before committing to anything bigger, and it's useful even if you stop there.
Delivery diagnosis
Where delivery actually breaks, and what to fix first
We work with your leadership and your team to understand expectations, capabilities, local culture and how work runs today. Then we show you the gap and the causes behind the symptoms.
Ask about a diagnosisWhat you get
- A plain-language map of where and why delivery breaks
- The two or three root causes that matter first
- A recommended path, and what you can fix yourselves
What can follow
Not every diagnosis leads to more work with us. When it does, it takes one of three shapes.
01
Focused engagement
One capability gap, closed
For one clearly defined problem, such as planning the team can't yet make reliable. A tailored intervention, practice on real work, and follow-up until it sticks.
02
Capability program
How the team operates, rebuilt
For teams that need several connected capabilities. A roadmap, a series of interventions, support for your managers, and measurement of adoption.
03
Ongoing partnership
A standing partner as you grow
Regular capability reviews, leadership advisory, and targeted help as new teams, leaders and clients arrive.
Who it's for
Who we work with
We work with foreign-led tech companies with product and software teams in Vietnam: startups, scale-ups and the Vietnam operations of international companies. Leadership can be in Vietnam or abroad.
For founders and CEOs, CTOs, product leaders and the managers responsible for how the team performs.
You're probably a fit if
- You're one to two years in, with paying clients, and delivery is the wall you keep hitting
- You or your leadership come from outside Vietnamese work culture, and the team is in Vietnam
- You're about to hire a delivery manager or PM to "own delivery", because the last hire didn't fix it
- You can't tell whether a project is healthy without asking
- Every project still needs you to step in
- Your team is growing, restructuring or opening a new office, and the old way of working isn't carrying over
Probably not a fit
- You want a one-off training day for the team
- You want someone to manage the team for you
Why Velocify
Why this isn't a training company
01
We work on both sides of the gap
Vietnamese workplace culture and international leadership expectations rarely conflict on purpose. Most friction is a translation gap neither side can see. We've sat on both sides of it.
02
Built from running teams, not theory
What we teach comes from more than a decade of running Vietnam-based teams for foreign-led companies, and fixing exactly these problems inside them.
03
Capability as a system, not a course
Planning, ownership, delivery health and decision-making shape each other. We build them together, inside your real work.
04
We stay for the part that matters
The real test of any change is what the team does differently three months later. That's the part we stay for.
05
Honest about what it takes
No silver bullet, no guaranteed numbers on day one. Clear indicators, agreed with you, that show whether delivery is becoming predictable.
Where this comes from
Twelve years on both sides of the gap
Velocify grew out of running software and product teams in Vietnam for foreign-led companies: as head of development for a European founder, as general manager of a European software company's Vietnam operation, and as delivery manager for partners in the US, UK and Singapore. The pattern was the same everywhere: teams that couldn't make reliable plans, managers who waited for direction, founders who became the bottleneck. We wrote down what fixed it. That is what Velocify builds on.
Patterns we keep seeing
From past engagements. Details changed, clients unnamed.
Situation
A founder abroad, a ten-person team in Vietnam, deadlines slipping on every client project.
What we found
Dates came from the founder, the team said yes, and "almost done" covered the gap. Nobody had asked the team to make a plan it could defend.
What changed
Planning became the team's job, in short cycles tied to what the client needed. Dates started to mean something.
Situation
A company convinced it needed a delivery manager to "own delivery".
What we found
The reflex was to hire someone to manage a plan nobody could make. The missing piece was a planning practice and a few agreed health signals, not a role.
What changed
The existing team leads learned to plan, estimate and flag risk early. The hire was no longer needed.
Situation
A founder rescuing every project personally.
What we found
The business reason behind each piece of work lived only in the founder's head, so every priority call escalated by habit.
What changed
Business context moved into the team's daily work. Decisions were made where they belonged, and the founder's time went back to the next client.
You'll work directly with Leo Do, founder of Velocify, and co-founder Duke Dao.
Talk to us
Tell us what's actually happening
No deck, no pitch. A conversation about your team and whether a diagnosis would help. We're in Ho Chi Minh City and work across time zones.
- hello@velocify.co
- Based in
- Ho Chi Minh City, Vietnam