How a Danish company scaled their software development team with offshoring

When a Microsoft Gold Certified ERP consultancy spends fourteen months failing to hire a single developer locally, the talent crisis stops being theoretical. Notora, one of Denmark's leading ERP consultancies, watched project timelines stretch and revenue opportunities evaporate while competing for scarce specialists in a market where senior software engineers are expensive and true ERP experts scarcer still. Their solution: a structured offshore partnership with Potentiam that delivered a dedicated development team in weeks, not quarters. This is the playbook they followed, the data behind their decision, and the results that prompted them to scale further into India.

Why Could Notora Not Find ERP Developers in Denmark?

Denmark's digital talent pool is small and growing far more slowly than demand, at precisely the wrong moment. For ERP consultancies like Notora, the maths are brutal: the European ERP market keeps expanding, yet the supply of specialists capable of delivering these projects barely moves.

Thomas Blak, Administrative Director at Notora, described the situation plainly: his team searched for over a year to fill development roles locally. Every candidate capable of working within Microsoft Dynamics ecosystems was already locked into a competing firm, often at salaries that made the hire uneconomical for a mid-market consultancy.

The problem extends beyond Denmark. Across the Nordics, ERP consultancies face the same structural deficit: surging demand from SAP S/4HANA migrations ahead of SAP's end-of-2027 mainstream maintenance deadline for Business Suite 7, paired with a talent pipeline that cannot keep pace.

What Made Potentiam's Approach Different from Traditional Outsourcing?

Notora did not want a contractor bank or a body-shopping arrangement. Thomas Blak was clear that offshoring needed to be part of a larger strategy, not a quick fix. This distinction matters enormously in practice. Traditional outsourcing models deliver interchangeable resources on short-term contracts. Staff rotate. Knowledge dissipates. The client ends up managing a revolving door rather than building capability.

Potentiam's model inverts this dynamic entirely. Drawing on the playbook their founders used to scale to 300+ employees before exit to Accenture, the team builds embedded units that function as a genuine extension of the client organisation. These are not contractors in a different timezone; they are permanent employees of a dedicated entity, working exclusively for one client, integrated into that client's tools, ceremonies, and culture.

Potentiam's experience validates the approach. Dedicated offshore teams retain staff at far higher rates than contractor retainer models. That retention compounds into a real productivity advantage: teams in their second year deliver markedly more than in year one, because institutional knowledge, codebase familiarity, and process fluency accumulate rather than reset with every rotation.

How Did Notora Structure Their Pilot to Minimise Risk?

Rather than committing to a full team from day one, Notora adopted a deliberate pilot methodology. They started with a single role: finding the right team lead. Thomas Blak summarised the philosophy concisely: "If you find the right team lead, everything will be ok."

This is a pattern Potentiam sees repeatedly across successful engagements. The pilot approach allows a consultancy to validate several critical factors before scaling investment. Can the offshore lead communicate effectively with your Danish team? Do they understand your delivery methodology? Can they operate within your toolchain? Do they demonstrate the technical depth needed for ERP-grade work? Only after proving these fundamentals does the team grow.

For Notora, the single-hire pilot proved the model quickly. The team lead demonstrated technical competence, cultural alignment, and the ability to work autonomously within Notora's existing project cadence. With that validation in hand, Notora moved to expand the team, knowing their lead could recruit, onboard, and manage additional developers without requiring constant oversight from Denmark.

What Does the Cost Comparison Actually Look Like for ERP Teams?

The financial case for offshore ERP development teams becomes overwhelming once you examine the numbers at team scale. A senior software engineer in Denmark is one of the most expensive hires in Europe once benefits, office space, equipment, and employer contributions are added to salary. For true ERP specialists, consulting rates climb far higher still for the scarcest profiles.

The critical insight is that raw hourly rate comparison understates the true advantage. When a Danish team loses developers to competitors, the cost of re-hiring, re-onboarding, and lost productivity during ramp-up periods erodes any savings from hiring locally at lower seniority levels. An embedded offshore team with strong retention avoids most of this hidden cost, and the productivity gains compound as team tenure increases.

How Did Notora Solve the Cultural Integration Challenge?

One of the boldest decisions Notora made was adopting English as their primary working language across the entire company. This was not a minor operational tweak; it was a strategic commitment to making the offshore team genuinely embedded rather than peripheral. When the offshore members join standups, retrospectives, and planning sessions, there is no language barrier creating a two-tier system.

Thomas Blak recognised that cultural integration cannot be an afterthought. If the offshore team feels like a separate entity, working on tickets thrown over a wall, you lose the collaborative problem-solving that makes ERP delivery successful. Notora invested in shared ceremonies, shared communication channels, and deliberate inclusion of offshore team members in architectural decisions and client-facing discussions where appropriate.

This aligns with Potentiam's broader methodology. Their multi-hub model spans South Africa, Romania, India, and Brazil precisely because different markets offer different cultural and timezone advantages. For a Danish ERP consultancy, India provides deep technical talent pools, while India's time difference of only 3.5 to 4.5 hours ahead of Central European Time leaves the Danish morning and early afternoon as a natural window for synchronous collaboration without requiring either party to work antisocial hours.

Why Is India the Right Market for ERP Development Talent?

India's engineering ecosystem operates at a scale that simply does not exist anywhere in Europe. India's technology industry employs 5.8 million people according to NASSCOM's Strategic Review 2025, and its graduate pipeline sustains demand that would exhaust a Nordic market in weeks. More specifically for ERP consultancies, India has a mature ecosystem of ERP consulting and systems integration firms, with practitioners who bring deep domain expertise.

The concentration of Microsoft-certified professionals in India is particularly relevant for consultancies like Notora. As a Microsoft Gold Certified Cloud Solution Provider, Notora requires developers who understand the Dynamics ecosystem deeply. India's long history as a Microsoft development hub means the talent pool includes thousands of engineers with direct Dynamics 365, Power Platform, and Azure experience, reducing ramp-up time significantly.

What Does the Implementation Timeline Look Like?

Based on Notora's experience and Potentiam's broader delivery track record, the implementation follows a structured sequence. Understanding this timeline helps CTOs and COOs set realistic expectations with their boards and existing delivery teams.

What Are the Hidden Risks CTOs Should Anticipate?

Building offshore development teams is not without complexity. Thomas Blak's emphasis on treating offshoring as strategic rather than tactical reflects hard-won understanding of where engagements fail. The most common pitfalls fall into predictable categories, and recognising them early is the difference between a team that compounds value and one that drains management attention.

First, the communication overhead is real in the initial months. Teams need explicit protocols for asynchronous handoffs, documentation standards, and escalation paths. This investment pays dividends quickly, but it requires deliberate effort from the onshore leadership team during the first quarter.

Second, domain ramp-up for ERP-specific work takes longer than generic software development. A strong developer still needs a few months to understand your specific implementation patterns, client configurations, and vertical-specific business logic. This is why the team lead hire matters so much; they carry the domain context and transfer it to new joiners, protecting your onshore team from becoming a permanent training resource.

Third, without a partner like Potentiam managing local employment law, benefits, and retention programmes, attrition risk increases substantially. India's tech market is competitive. Developers receive multiple offers. The high retention rates achievable through dedicated team structures require active investment in career development, compensation benchmarking, and team culture. This is operational work that most European consultancies are not equipped to handle directly, and it is precisely the infrastructure Potentiam provides. For a deeper exploration of why CTOs are making this shift, see 7 reasons why offshoring your development team is a smart move.

How Does This Model Support ERP Migration Timelines?

The urgency driving Notora's decision is not unique. With SAP's end-of-2027 mainstream maintenance deadline approaching, a large share of SAP customers are either running S/4HANA or actively migrating. Every one of those migrations requires development capacity. Every delayed project represents revenue left on the table for consultancies that cannot staff their delivery teams.

For a Microsoft Gold Certified consultancy like Notora, the equivalent pressure comes from Dynamics 365 modernisation projects, Power Platform implementations, and Azure integration work. The clients need delivery now; they will not wait 14 months for their consultancy to find local talent. They will simply move to a competitor who can staff the project.

An embedded offshore team changes the capacity equation fundamentally. Instead of turning away work or stretching existing teams dangerously thin, the consultancy can accept projects knowing they have the development muscle to deliver. This is not about reducing quality; it is about unlocking capacity that was previously impossible to access. As explored in delivering your software development roadmap before the money runs out, timing and capacity are often the binding constraints on growth.

What Results Did Notora Achieve, and What Comes Next?

Notora's offshore partnership with Potentiam resolved a hiring crisis that had persisted for over a year. The pilot-first approach validated the model quickly, the team lead hire proved the concept, and the subsequent expansion demonstrated scalability. The team now operates as a genuine extension of Notora's delivery capability, participating in sprints, contributing to architectural decisions, and enabling the consultancy to take on projects they would previously have had to decline.

Thomas Blak confirmed that Notora is actively expanding their team in India, a clear signal that the model delivered on its promise. This is not unusual for Potentiam's clients. Once the initial team proves value, expansion follows quickly because the hardest part, validating the model and building trust, is already complete.

For Notora, the strategic calculation is straightforward. Every additional developer in their offshore team costs a fraction of a Danish hire, retains at dramatically higher rates, and contributes to a capability base that grows more productive over time. The lower total cost of ownership is compelling on its own, but the true value lies in the revenue enabled by having capacity available when clients need it.

Explore how Potentiam builds embedded technology teams across hubs in four countries →