Momentum91 · Offshore development
Selling offshore development to buyers who have been burned by offshore development
A category with a reputation problem, where the site's first job is to be specific enough to be believed.
The brief
What they came to us with
Momentum91 builds and runs offshore development centres in India, offering talent, infrastructure and advisory as a single partnership rather than staff augmentation. It sells to companies outside India who need engineering capacity, with more than 300 companies served and a team of over 300 developers.
What the audit found
What was broken
- Finding 01
The category carries a bad reputation the buyer brings with them
Most prospects have either had a poor offshore experience or heard about one. Turnover, communication gaps and quality drift are the assumed defaults. A site cannot argue with that prior directly, so it has to out-specify it.
- Finding 02
The real competitor is local hiring, not other vendors
The decision being made is usually whether to hire locally at all, not which offshore partner to pick. Positioning against rival vendors would answer a question the reader has not yet reached.
- Finding 03
Cost is the obvious hook and the weakest one
Leading on cheapness attracts the buyer who will leave for someone cheaper and confirms the stereotype of offshore as a discount decision.
The approach
What we did
Strategy first, then design, copy and build moving together from the same plan.
- Strategy
Frame it as owning capacity instead of renting it
The hero reads 'The Era of Renting Innovation is Over', which puts the pitch in terms of control and permanence rather than rate cards. It reframes an offshore centre as infrastructure the company owns rather than contractors it rents.
- Content
Argue against local hiring, specifically
A dedicated section lists six failure modes of hiring locally: shrinking talent pool, slow recruitment, high infrastructure cost, gaps in expertise, unstable workforce, limits on scaling. Each is a sentence, not a paragraph. This is the correct opponent, because it is the decision actually on the table.
- Strategy
Package three services as one accountable thing
Talent as a service, infrastructure as a service and advisory as a service are presented together under a single partnership. The structure directly answers the most common offshore complaint, which is that nobody owns the whole outcome when the pieces are split.
- Content
Use numbers that address the fear, not the price
40% reduced onboarding time, 95% retention, transparent and predictable monthly pricing. Retention is the critical one, because churn is the specific thing that ruins offshore engagements, and naming it says the objection has been heard.
- UI/UX
Give the finance reader a tool rather than a claim
An ROI calculator sits in the hero next to the primary action. A buyer who wants to check the economics can do it themselves rather than requesting a quote, which also captures the person who is not ready to talk to sales.
- Content
Make the proof stories operational
Case studies are written around delivery facts: an MVP launched in six months with around 65% cost savings, an eight-member full-stack squad deployed, a centre set up in weeks, a rollout across 250+ stores. These answer 'can you actually run this' rather than 'are your clients happy'.
Before and after
Drag to compare
Left is where they started. Right is where they are now.
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Worth noting what the site does not do. There is no mention of hourly rates, no country-comparison table, and no claim about being cheaper than alternatives. In a category where every competitor leads with cost, leaving cost out of the headline is the decision that separates this from the rest of the search results, and the ROI calculator means the buyer still gets to the number, just on their own terms.
From the project
