Flowbird x Incubly

Turning Vision into Velocity

How Embedded Expertise Unlocked Digital Delivery

The Client

Flowbird is a global leader in urban mobility solutions, delivering cutting-edge ticketing and payment systems for public transportation, city parking, and electric vehicle charging infrastructure.

Operating across 80+ countries with a platform processing millions of daily transactions, Flowbird represents the intersection of urban innovation and digital transformation at enterprise scale.

The Challenge

Flowbird had a strong market position and a clear, ambitious product vision. But with growing expectations came growing complexity – and delivery started to feel increasingly strained.

Execution wasn’t failing, but it wasn’t flowing either. Teams were working hard – yet results lagged behind the pace of strategic goals.

This is where Incubly came in – not as external advisors, but as embedded change architects working side-by-side with Flowbird’s internal teams.

The Collaboration Journey

Phase _1

Gaining clarity

Incubly deployed a cross-functional audit team-system architect, agile coach, and business analyst-working directly with Flowbird’s CTO, architecture team, and product owners.

This wasn’t a traditional external assessment but an embedded diagnostic approach leading to understanding the delivery struggles, structural issues, and gaps in team accountability.

As a result, Incubly provided a roadmap for re-structuring delivery and engineering processes, introducing cross-functional teams, redefining testing strategies (shift-left), and strengthening product leadership roles.

Phase _2

Influencing change from within

Rather than external consultation, Incubly embedded senior expertise directly into Flowbird’s core teams – becoming integral parts of daily operations while driving systematic change.

The collaboration balanced external expertise with internal ownership.

Incubly team developed transformation frameworks while client teams retained decision-making authority over strategic direction and implementation scope. 



Combined teams executed changes hands-on, with Incubly engineers working directly alongside Flowbird staff to build capabilities through daily mentorship. 



This ensured knowledge transfer occurred naturally through practice rather than formal training, creating sustainable skill development that outlasted the engagement.

See results

  • Cross-functional team restructuring: End-to-end accountability replacing 
competency-based divisions
  • Microservices architecture refactoring: Domain-driven design with message-driven patterns
  • API integration layer: Streamlined partner and system connectivity
  • Transition to off-the-shelf libraries and tools: Reduced use of custom-built libraries 
and modules
  • QA redefinition: Automated testing with shift-left practices embedded 
from development stage
  • Hot-path to cold-path data processing optimization: Architecture aligned with actual business requirements
  • Strategic Product Owner establishment: Real product leadership with business vision ownership
  • Knowledge consolidation: Reduced outsourcing dependency with critical expertise internalized
  • Engineering footprint optimization: Distributed operations consolidated into 3 strategic hubs

Phase _3

Extending capacity

With transformation foundations established, Flowbird required scaled engineering capacity aligned with new operational standards.

Incubly delivered R&D-as-a-Service through a Build-Operate-Transfer model:


  • 50+ person dedicated engineering team recruited and integrated into Flowbird’s organizational structure.
  • Complete operational setup including local market branding, HR processes, and cultural integration.
  • Seamless knowledge continuity ensuring new capacity operated within established best practices.
  • Full ownership transfer with internal teams assuming complete control over expanded capabilities.

The impact

Improved time-to-market for business reporting through optimized data pipeline architecture.

Enhanced delivery predictability via consolidated cross-functional processes.

Cost optimization through reduced average salary expenses and strategic outsourcing reduction

Increased test coverage and quality assurance through comprehensive shift-left implementation

Long-term cost efficiency via product mindset adoption and standardization practices

Strengthened internal capabilities through embedded knowledge transfer from senior practitioners

The Outcomes

Fixing the product isn’t enough. Real change comes from reshaping how teams think, work, and own what they build.

Addressing architectural complexity without restructuring team dynamics (or vice versa) creates incomplete solutions that limit long-term success.

Sustainable transformation requires embedded expertise, not external advice.

By integrating directly into client operations, Incubly created lasting change through daily practice and knowledge transfer rather than theoretical frameworks.

Product ownership redefinition is critical for delivery success.

Establishing genuine product leadership – with strategic business influence beyond backlog management – proved essential for aligning technical delivery with business value creation.