About Code Shakers
Code Shakers is a software development company that turns ideas into working products. Their core services include Web Development. Its team includes 2 - 9 specialists working across design, development, and delivery. Typical hourly rates run around $25 - $49 / hr/hr. Clients have rated Code Shakers 5.0 out of 5 in 2 reviews. This gives a quick snapshot of what to expect when working with Code Shakers.
Where We Specialize
Industry Expertise
Typical Project Size
Code Shakers Reviews
Write a ReviewA team that understood the difference between AI that demos well and AI that runs in prod
Jia Hui Tan / VP of Engineering - RedDot Technologies Pte LtdMay 20, 2026
Project summary: Several years of incremental development had left us with a platform that was technically functional but strategically limiting. A structured rebuild was the agreed path forward.
What made the most difference in practice was the quality of the engineering judgment on this team. Not the ability to execute a specification — that is a baseline expectation. The ability to recognise when a specification was suboptimal, explain why, propose an alternative, and support the client in making a decision about it. That consultative dimension elevated the output beyond what the brief described and resulted in a product that is more fit for purpose than the one we had originally specified.
Commercially transparent throughout — no hidden assumptions, no bill shock at the end, change requests that were fair and clearly explained rather than used as a margin-recovery mechanism
Their insistence on a detailed functional specification before development began felt like friction at the time. In retrospect, it was the reason the development phase ran without the ambiguity that has derailed similar projects for us previously
Questions & Answers
Data engineering quality that will support our growth for years without a rebuild
Lars Pfeiffer / VP of Technology - NordTech Logistik GmbHMar 27, 2026
Project summary: Our audience data was fragmented across eight tools with no single identity layer. Personalisation had become impossible without first solving the data foundation.
The thing that retrospectively seems most significant is how little drama there was. Complex technology projects tend to accumulate incidents, escalations, and tense conversations. This one did not. Problems were surfaced before they became incidents. Scope changes were handled with process rather than conflict. Risks were managed rather than avoided. That level of maturity is rare in my experience and it made the delivery feel almost effortless from our side, which I know it was not from theirs.
Collaborative culture that made the team feel like a genuine extension of our organisation, strong asynchronous communication across time zones, zero-drama handling of the inevitable mid-project changes
Time zone coordination required some deliberate overlap management from both sides in the first couple of sprints, after which we had an efficient async rhythm that worked for the whole project
Questions & Answers
A development partner who treated our roadmap as carefully as their own
Erik Lindqvist / Chief Technology Officer - Nordic Cloud ABFeb 28, 2026
Project summary: Several years of incremental development had left us with a platform that was technically functional but strategically limiting. A structured rebuild was the agreed path forward.
What made the most difference in practice was the quality of the engineering judgment on this team. Not the ability to execute a specification — that is a baseline expectation. The ability to recognise when a specification was suboptimal, explain why, propose an alternative, and support the client in making a decision about it. That consultative dimension elevated the output beyond what the brief described and resulted in a product that is more fit for purpose than the one we had originally specified.
Commercially transparent throughout — no hidden assumptions, no bill shock at the end, change requests that were fair and clearly explained rather than used as a margin-recovery mechanism
Pipeline availability for kickoff required a few weeks of lead time — in hindsight that selection pressure means you are working with a team that is in demand for the right reasons
Questions & Answers
Business system that replaced seven legacy tools and consolidated our data model entirely
Declan Hartley / Chief Digital Officer - Southern Cross TechnologyFeb 25, 2026
Project summary: B2B customer churn was concentrated among accounts that had complained about portal usability. We needed a complete redesign of the self-service experience before the next contract renewal cycle.
I came into this engagement as a sceptic. We had been through a failed implementation with a previous vendor and I had high standards for what evidence of competence looked like before I would trust a partner with our core systems. This team earned that trust progressively — through the quality of the discovery documentation, the rigour of the technical proposals, the consistency of the sprint deliveries, and ultimately the stability of the production system. I no longer lead with scepticism when recommending them.
Collaborative culture that made the team feel like a genuine extension of our organisation, strong asynchronous communication across time zones, zero-drama handling of the inevitable mid-project changes
The engagement was priced at the quality level rather than the budget level. We evaluated the alternatives and concluded that the delta was a reasonable premium for the reduction in delivery risk
Questions & Answers
Online store that our fulfilment and finance teams are as happy with as our customers are
Gustavo Ferreira / VP of Technology - Amazônia Digital LtdaFeb 20, 2026
Project summary: B2B customer churn was concentrated among accounts that had complained about portal usability. We needed a complete redesign of the self-service experience before the next contract renewal cycle.
We gave this team an aggressive timeline, a technically complex scope, and a client-side project team that was stretched thin and not always available at the speed the engagement required. They absorbed all of that gracefully. Where they needed input they were precise about what they needed and when. Where they could proceed independently they did. The result was a delivery that landed on time despite the constraints on our side, which I regard as evidence of genuine professional maturity.
Senior-level engineering presence throughout the entire project, not just during the pitch, honest and commercially fair handling of scope changes, codebase that our internal team praised on review
Pipeline availability for kickoff required a few weeks of lead time — in hindsight that selection pressure means you are working with a team that is in demand for the right reasons
Questions & Answers
Analytics foundation that lets us answer attribution questions we had given up asking
Flynn Buchanan / GM of Technology - Pacific Rim Commerce GroupFeb 05, 2026
Project summary: Our internal product thinking was strong but our execution capability in this specific technology domain was limited. We needed depth, not generalism.
The technical quality of the final deliverable is the easiest thing to point to. The automated test coverage is thorough, the deployment pipeline is reliable, the documentation is genuinely useful rather than ceremonially produced. But the metric I keep returning to is the number of post-launch conversations we have not had to have. No incident calls at two in the morning. No emergency patches. No retrospective discussions about what went wrong. The absence of those events is the evidence I would show to someone considering this vendor.
Deep domain knowledge that reduced the discovery overhead significantly, proactive risk identification before issues became incidents, delivery cadence that our stakeholders found reassuring
We underestimated the input required from our subject matter experts during the requirements phase. The team flagged this early but our resource planning did not fully reflect it — our responsibility, not theirs