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Every year I write a review of what happened at Agiledrop. What went well, what we learned, where we’re headed. This year, I have a lot to talk about.
2025 was our best year in terms of finances, with revenue growing 32% compared to 2024. We hired 16 new people. We took on the most complex projects in our history. We expanded our tech stack beyond what anyone would have expected from us three years ago. And we started a transformation that, honestly, is just beginning.
But the numbers only tell part of the story. What actually happened in 2025 is that we changed what kind of company we are. We went from being known primarily as a staffing partner to building business-critical systems for government institutions, universities, and fast-growing tech companies across Europe. We built a proper project delivery capability. We invested in security, processes, and people.
And we did all of this while the market around us was getting harder. Staffing demand dropped. Agencies started doing more with smaller teams. AI made everyone question how much development talent they actually need.
Here’s what I want to share: how we navigated that, what we built, and why I believe we’re in a stronger position than ever heading into 2026.
The market changed. We were ready.
If you work in software development services, you already know 2025 was not an easy year. We saw this coming. Not because we’re prophets, but because we’ve been watching these trends for years. The era of "rent a developer to close tickets" was ending. What clients want now is different: they want partners who can own the outcome. They want senior engineers who understand the business problem, not just the Jira ticket.
So we prepared. And in 2025, we started delivering on that preparation.
From staffing to systems
For most of our history, Agiledrop was known as a staffing company. A very good one. We placed skilled developers into client teams, mostly in the Drupal ecosystem, and those developers did excellent work.
We still do that. And we’re getting better at it, because the developers we place today are more senior, more autonomous, and more capable than ever. But staffing is no longer the whole story.
In 2025, we built business-critical systems. Not websites. Not marketing pages. Systems that businesses run on.
A few examples:
24Toll. We built the platform for 24Toll.com, an official service provider for automatic toll payment on the A24, accredited by the Dutch Ministry of Infrastructure. Complex integrations, regulatory requirements, real money flowing through the system.
University of Ljubljana. A large, growing engagement where we’re building and maintaining educational technology infrastructure. Our Moodle team expanded significantly, and we published two open-source plugins and a theme to contribute back to the community.
Government projects. We continue to deliver on EU government projects, working in a space that demands the highest standards of security, accessibility, and reliability.
A German unicorn. We have a strong team embedded at a major German scale-up, contributing to their product development. They even brought us in specifically for accessibility review, an area in which we’re investing heavily going forward.
These aren’t side projects. These are complex, high-stakes engagements that require senior engineering talent, solid project management, and real accountability.
We massively upgraded our project delivery
As we took on more complex projects, we knew our delivery capabilities had to match. So in 2025, we made a major investment in project management.
Ivana stepped into the role of Head of Project Management. We expanded the PM team to five dedicated project managers, each handling complex, multi-stakeholder engagements. We introduced new processes, tighter accountability, and a level of delivery structure that matches the seriousness of the work we’re doing.
This wasn’t a small adjustment. It was a fundamental upgrade in how we operate. And while it’s still evolving, the impact is already visible in how we plan, communicate, and deliver.
Our tech stack got serious
We started as a Drupal company. Drupal is still important to us, and we have deep expertise there. But in 2025, our technology portfolio expanded significantly.
Laravel became equally important as Drupal, maybe more. We’re an official Laravel partner and a Filament sponsor. We’re building projects on Laravel and Filament, including our own product, ARP (Agentic Resource Planning), which combines Laravel, Filament, and Neuron AI. We hosted a webinar with the Neuron AI founder about adding AI features to PHP applications. We’re not just using these tools. We’re part of the ecosystem.
React is now a core strength. Most of our frontend work runs on it, and we have a dedicated development manager focused on growing this capability further.
Moodle grew from a single client to a real practice area with multiple developers, a new client, and open-source contributions.
And here’s the part that excites me most: we now have developers working in Go, Java, Kotlin, and Python. These aren’t our traditional stack, but when projects demanded it, our people stepped up. That kind of adaptability is what separates a staffing company from an engineering partner.
Our take on AI: engineering first, hype never
If you spend any time on X or LinkedIn, you’ll see bold claims that software engineering is over. That AI will replace developers. That vibe coding is the future.
We don’t believe that.
What we believe is this: there will be more software in the world, not less. And that software will need more proper engineers, not fewer. AI makes simple tasks easier, which means the value shifts to people who can handle the hard stuff: architecture, business logic, security, integration, client communication.
We use AI. We build products with AI. We equipped our entire team with AI tools. But we’re not going to be one of those companies that vibe codes their way through a project and hopes for the best. We are engineers. We care about quality, security, and reliability. AI is a tool that makes us faster. It doesn’t replace thinking.
That’s also why we’re pursuing the ISO 27001 certification. What started as a compliance exercise turned into a genuine transformation of our security practices, policies, and processes. We want to be the kind of company that clients trust with their most critical systems. That trust has to be earned with real standards, not just promises.
Investing in people, not just tools
The biggest investment we’re making isn’t in technology. It’s in people.
We’re building structured career paths from mid-level developer to senior architect, with clear expectations at each level. We’re introducing soft skills training: communication, client management, leading conversations. We’re defining new roles like team lead, business analyst, and DevOps engineer to match the complexity of the work we’re taking on.
In 2025, we hired 16 new people. We ended the year with more full-time employees and fewer contractors. We updated our career paths and compensation scales. We added two new development managers to support our growing Laravel and JavaScript practices.
This isn’t about growth for the sake of growth. It’s about building the kind of team that can deliver on the promises we make to our clients.
What comes next
We enter 2026 with momentum. A record year behind us. A project management capability that’s been massively upgraded. A tech stack that covers complex backend and frontend development. AI capabilities we’re actively building on. And a team that’s learning to own outcomes, not just tasks.
The market will keep changing. AI will keep improving. Staffing will keep evolving. We’re not worried about any of that.
Because we’ve been investing in the fundamentals that matter regardless of what the market does: senior talent, real processes, security, and accountability.
We build business-critical systems. We staff teams with engineers who think like architects. We’re an engineering partner you can rely on when the stakes are high.
That’s our focus for 2026. And we’re just getting started.
