How to Vet a Bangladeshi Software Company Before You Sign

Vetting a supplier you will never meet in person feels harder than it is. The uncertainty is real, but most of it can be resolved with a structured sequence of questions and a small number of verifiable facts.

Verify that the company exists as described

Start with the boring checks. A registered entity, a physical address, named directors, and a leadership team whose professional histories are consistent with the company's claimed experience. None of this predicts delivery quality, but inconsistencies here are worth resolving before going further.

Ask for work that resembles yours

Logos prove a relationship existed, not what it involved. Ask for a description of one project close to your problem: what the constraint was, how long it took, who was on the team, and what went wrong. The willingness to describe a difficulty is itself a signal.

Talk to the people who would do the work

Meeting the sales lead tells you about the sales lead. Ask to speak with the engineer or lead who would actually be assigned, and ask them something technical about your domain. You are not testing them; you are confirming the people exist and can reason about your problem.

Ask about the things vendors rarely volunteer

• How long the average engineer has been at the company.
• What happens if the person assigned to you leaves.
• How many other clients the proposed team members are serving.
• Who owns the code, and when it is transferred.

Request references you choose

Any vendor can supply a reference. A more informative request is a reference from a client whose engagement ended, or one in your industry. Willingness matters more than the answer.

Start with something small

The most reliable due diligence is a small paid engagement with a real deliverable. Four weeks of actual work will tell you more about communication, estimation and quality than any number of calls, and it is far cheaper than discovering the answer inside a twelve-month contract.