2015–2020 · Software Development Director
The ProChamps chapter.
Five years, a platform rebuild, tenfold revenue growth, and an eight-figure exit.
THE SETUP
A growing business, planned around its own bottleneck.
ProChamps ran property registration for municipalities: keeping track of who is responsible for at-risk properties so local governments can enforce compliance. In 2015 the business sat at roughly $800K in annual revenue, with demand growing faster than the legacy operation could absorb. Releases took four months, and the business had learned to plan around engineering instead of through it.
THE REBUILD
ProChamps 2.0, and a new way of shipping.
The first move wasn't growth. It was getting organized: EOS to align the team, then ProChamps 2.0 on OutSystems and a new way of shipping — Scrum cadences, clear ownership, and a release cycle that went from four months to three weeks. The architecture was engineered for high-volume processing — including a 50TB database migration executed with zero downtime — without giving up uptime. When the growth push came, late 2016 into 2019, the machine held.
The point was never the technology. It was removing the bottleneck so sales could sell a product they trusted. Pipeline conversion rose 76% on new forecasting tools, and client retention held at 100% across five years.
300+
municipal clients on the platform, up from 44
~$8.4M
recognized revenue by the 2019 exit, up from ~$800K · roughly tenfold over the run
99.99%
uptime under high-volume processing
3 wks
release cycle, down from four months
$45M+
registration fees returned to local governments — a conservative estimate
THE EXIT
Eight figures, and the sequel.
In 2019, ProChamps and the Community Champions brand sold in an eight-figure private equity deal. I worked the technical side of the exit — due diligence, platform valuation, migration — stayed through the 2020 transition, then continued as CTO of the rebranded parent, Community Solutions Partner, running the rest of the OutSystems portfolio.
A platform a buyer can inspect and trust is worth more than one that merely works. Governance built in from day one is what made the diligence boring, and boring diligence is what closes deals.
WHY IT MATTERS
The cleanest proof of the thesis.
Nothing about the vision changed in 2015. What changed was the machine underneath it: architecture, cadence, ownership. That's the difference between a dream and a company someone pays eight figures for — and it's where I learned OutSystems as a customer, a decade before I started leading delivery on it.