XIAG

The history of XIAG is the history of talented engineers, European values and a culture of high-quality development.

We have been working since 2000. The founder is Andreas Graf, the CEO is Lukas Köelbener.

In 2000, Andreas Bucher came to Akademgorodok Novosibirsk to teach natural science at one of the colleges. He is struck by the local natural expanses, their severity... But he is even more impressed with our students and developers.

Back in Switzerland, he shares his emotions with his friend and developer Andreas Graf.

And from this conversation, the idea is born to create an IT company with a development center in Akademgorodok, so as not to stop working together with smart programmers with a Siberian spirit.

Our development culture

Changing processes

The development of each project is built around constantly changing business goals and production processes in accordance with time.

Therefore, working with partners for an average of 7 years (a record of 16 years with one project), we do not just support projects by making "boring" changes, but we continue to actively develop the product.

Time is demanding on the technologies we use, so we have a lot of tasks to solve these goals. In particular, we annually allocate hours for refactoring.

Branched business logic

Our partners not only change to meet the requirements of the time, but also simply strive to make a high-quality, convenient and deep product, so they are constantly improving their business process. Therefore, the logic of their applications becomes complex, branched and interesting for XIAG. Providing technical conditions for implementation and promotion becomes our main task.

The European spirit

The European approach permeates our entire company, our values. The very "spirit" in the representation of European thinking is consciousness. Therefore, the European spirit is always searching, knowing, doubting, rational.

This is how we try to build all our processes in the company - we do not make religion out of anything, we are ready to change opinions, processes, tools, if it is really reasonable and useful.

It may seem that if we work with Swiss management, then we have a lot of bureaucracy and approvals every day. However, in practice, the opposite is true: everyone has direct contact with the CEO, and most decisions remain the responsibility of the employee and do not require approval.