Sellaisen pikku korjauksen olisin tehnyt että
mun nimi on Karoliina Luoto, ei Karoliina Kesti

For me, this model is perfect at this point in my life and career. I can concentrate on doing what I like and I am good at, and avoid things I dislike, such as sales. And I can have more control over how I structure my use of time.

Additionally, when I work in bigger projects with other Codento people, such as now, I know that I am working with competent colleagues.

The benefit Codento compared to other companies that work with similar concepts is that they have more projects that are technically challenging as compared to typical “enterprise” style projects. As I sub-contractor, only way to participate in such projects is through main contractors.

In general, typical pain points in contractor-subcontractor partnerships arise in the starting phase of new projects. These pain points are not specific to Codento, but in my opinion Codento and other of my partners handle them OK.

One is the division of sales work between contractor and sub-contractor. Sometimes the customer wants more than one technical sales meeting. But from sub-contractors perspective, the contractor should be doing the selling. If I am doing most of the selling, it is no longer economically sensible for me to do sub-contracting.

Other is re-scoping. Sometimes projects start smaller than anticipated, and in such scenarios, contractors typically prioritize their own employees over sub-contractors. To some extent, this is part of the game.

But sometimes you meet contractors who knowingly mis-use this. They may use sub-contractors CVs to get projects which they know that will not have enough work for the sub-contractors. As a sub-contractors, this kind of behavior I wish to guard myself against.

We’ve been doing this for three years now, and I’d say it works quite well. The social life of the company includes partners alongside the employees nicely, not in 100% same way, but close enough. Projects work as projects tend to work: usually fine, but…

Perhaps some of our CCPs would be better to comment how it works from their perspective.

Economically it depends on what indicators you like to follow. Earnings and profits per employee are high, since there’s less employees, but on the other hand profits are lower than all the same people as employees would bring (in situation when there’s no shortage of work). I’d say that the traditional tools to follow company success are not exactly tuned for this model.

>>> a, b = 1000, 1000; a is b
True

Mutta.

>>> a = 1000
>>> b = 1000
>>> a is b
False

Jujuna tässä on se, että is-operaattori vertaa nimenomaan olioiden identiteettiä keskenään. Koska kokonaisluvut ovat muuttumattomia olioita, ei tulkki luo aina uutta oliota vaan käyttää juuri luomaansa oliota uudestaan.

Tehokkuussyistä myös kaikki pienet positiiviset kokonaisluvut luodaan tulkin käynnistyessä muistiin. Niillä yllä oleva temppu ei onnistu.