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Why Most Software Projects Fail Before a Line of Code Is Written

When software projects go sideways, everyone looks at the developers.
But here’s the truth we’ve seen again and again:

Most failures happen before the first line of code is even written.

It’s not the coding. It’s what happens—or doesn’t happen—before coding starts.

1. The goals aren’t clear

Ask five stakeholders what success looks like, and if you get five different answers, you’re headed for trouble.
Without a shared definition of “done,” projects drag, priorities shift, and the final product pleases no one.

Fix it:
At Intertech, we don’t write code until everyone agrees on goals, guardrails, and outcomes. No guesswork. No assumptions.

2. Requirements are rushed

“We need a login, some reports, and a dashboard.” That’s not a spec—it’s a wish list. Too many projects jump into development with vague features and unclear logic.

Fix it:
Slow down to speed up. We workshop requirements, ask hard questions, and pressure test assumptions before a developer touches the keyboard.

3. The users are missing

We’ve seen projects stall because they were built for what management thought users wanted—not what users actually needed. That disconnect is expensive.

Fix it:
User interviews. Prototypes. Feedback loops. Involve the people who will live with the software from day one.

4. There’s no plan for change

Scope creep doesn’t kill projects—poor change management does. Requirements shift. Priorities evolve. But if you don’t have a process to manage that, chaos takes over.

Fix it:
We build in checkpoints. We communicate trade-offs. And we use tools that make it easy to update without blowing up the timeline.

5. The team is misaligned

Even with great tools and talent, if your internal team and your vendor aren’t on the same page, it shows. Missed messages. Missed deadlines. Missed expectations.

Fix it:
We overcommunicate early. Daily huddles, shared channels, clear escalation paths—because alignment beats brilliance every time.

The takeaway?
A successful project starts before the kickoff.
It starts with clarity, discipline, and a partner who’s not afraid to slow down to get it right.

We’ve seen it. We’ve learned it. We build for it.

The Meetings I Don’t Skip—and the Ones I Do

Time is the one thing I can’t make more of, and like most business owners, I’m asked for it constantly.

Some requests get a quick yes. Others, a polite “no thanks.” Over the years, I’ve learned that being intentional with my calendar is one of the most important things I can do—for myself, for Intertech, and for our team.

So here it is, plain and simple:

✅ Meetings I Don’t Skip

1. Daily huddles
Our leadership daily huddle is short, structured, and essential. Everyone shares updates from the past day, group-worthy updates, and where they’re stuck. It’s not just about accountability—it’s about staying connected, even as a remote-first team. I’m there, every day.

2. Meetings with prospective clients (with our sales team)
If we have a chance to help a company solve a real problem, I want to hear about it firsthand. These conversations give me insight into the market, reinforce alignment, and help us build trust from the start.

3. Client check-ins
Our best work comes from strong relationships. I make time to stay connected with current clients—not just when there’s a problem, but when there’s momentum to build on. Listening goes a long way.

4. Company-wide meetings and events
Whether it’s our quarterly in-person meeting or our monthly online meetings, I show up. The same goes for social events.

❌ Meetings I Politely Decline

1. “Let’s partner!” with zero context
I’ve lost count of how many “partnering” emails I’ve received over the years that boil down to, “I want you to sell my thing or buy my stuff.” If there’s no shared customer or connection, no clear value exchange, and no understanding of Intertech’s business, it’s not a partnership—it’s a sales pitch in disguise.

2. Cold pitches with no relevance
If someone wants to sell me something but hasn’t done the homework to understand our company’s needs, goals, or business model—it’s a no. I respect sales. I don’t respect wasted time.

Bottom line?
I say yes to meetings that help us grow, deepen relationships, or strengthen culture. I say no to anything that pulls focus without a clear purpose. It’s not personal—it’s about priorities. And if you want to earn someone’s time? Start by respecting it.

The Real Cost of a Bad Client

When you’re running a consulting business, there’s always pressure to say yes. Yes to the deal. Yes to the timeline. Yes to the client—even when your gut says no.

But here’s what I’ve learned. Bad clients cost you…

1. Your best people
Great consultants don’t stick around to be micromanaged, blamed, or jerked around by unrealistic demands. If you put them in a toxic engagement, they’ll quietly leave—for another team or another company.

2. Your culture
Culture isn’t built by posters or happy hours. It’s built by how you handle stress, setbacks, and relationships. A single client who bullies, ghosts, or disrespects your team can undo months of internal goodwill.

3. Your momentum
Bad clients drain energy. They consume twice the hours, spark daily fires, and burn out your leadership team. While you’re managing drama, better opportunities pass you by.

4. Your margin
There’s always scope creep. Always surprises. And always delays—usually caused by the client, not your team. And yet, you end up eating the cost.

5. Your brand
If your team is stuck in damage control, they’re not delivering their best work. And that’s what the client remembers. Suddenly, you look like the problem.

So how do you avoid this?
At Intertech, we’ve learned to listen to the red flags early:

Vague scope but urgent deadlines
Disrespectful behavior in the sales process
Unclear ownership or no internal champion
Unrealistic expectations combined with no flexibility

When we see these, we pause. We ask better questions. And sometimes, we politely pass.

Bottom line?
Not all revenue is good revenue. And, the wrong client doesn’t just cost you profit—it costs you people, progress, and peace of mind. Say no early. Your team will thank you later.

How We’ve Kept Culture Strong in a Mostly Remote World

Remote work has its perks—no commute, fewer distractions, more flexibility. But one thing it doesn’t do well by default?

Culture.

You don’t bump into people in the kitchen or get real-time vibes from a meeting room over Zoom. Connection takes effort.

At Intertech, we’ve been mostly remote since COVID. But if you walked into one of our in-person events or joined a daily huddle, you’d never guess it. Why? Because we’ve been intentional about keeping culture alive—and even stronger.

Here’s how:

1. We meet daily. Briefly. On purpose.
Every weekday, we use daily huddles or Agile stand ups. It’s 10 minutes, no fluff. For leadership and management, everyone answers three questions:

What did you do yesterday?
What are you doing today?
Are you stuck?

It keeps communication flowing and accountability strong. Even when people haven’t seen each other in months, they know what’s happening—and who’s crushing it.

2. Monthly meetings with a quarterly twist
Every month, we hold a full-team meeting. It’s online—except for the first month of every quarter. That’s when we bring everyone together in person. These quarterly meetups give us the face time, shared energy, and sense of momentum that Teams just can’t replicate. Online is efficient. In-person is bonding.

3. We don’t take ourselves too seriously
We’ve done:

Escape rooms (yes, we made it out)
Online Battleship tournaments (intense, hilarious, and surprisingly strategic)
BBQ lunches at the office once a month
Dart and cornhole tournaments (because why not?)
And sometimes we cap it off with a happy hour or poker tournament—right in the office

These aren’t gimmicks. They’re connection points. And when people laugh together, they collaborate better too.

4. One day a month, we come in
We kindly request that everyone visit the office once a month. No mandatory agenda—just time to connect, share a meal, and be in the same room. It’s casual, but intentional. The goal isn’t control—it’s community.

What’s the result?
Our culture hasn’t just survived remote work—it’s evolved. It’s more focused, more human, and more connected than before. Not because we demand it, but because we design for it.

And that’s the real takeaway:
Culture doesn’t need an office. It needs ownership.

Intertech Launches AI Application Development Course

This one-day interactive course equips intermediate software developers with the knowledge and hands-on experience needed to use Generative AI effectively within the software development lifecycle. Participants will explore practical prompt engineering techniques using GitHub Copilot as the primary interface for interacting with leading LLMs, including ChatGPT, Claude, and others.

Visit the Intertech website to learn more and enroll.