Voy was scaling fast across a competitive health-tech market. Internal hiring couldn't keep pace. So the ReactSquad team took ownership of an entire product line.
Voy was scaling tremendously across a high-competition health-tech market — weight loss, hair loss, TRT. The roadmap was full of critical tasks. The internal hiring process couldn't keep up.
They tried everything first. Job boards. LinkedIn. Agencies across Brazil, the UK, and Bulgaria. The gap stayed open.
With limited capacity, every week forced a hard de-prioritisation call — and therefore another market opportunity left on the table.
Scaling rapidly is always a big challenge, especially when you're in a highly competitive market like health-tech. Not having the capacity to tackle everything means losing opportunities in the market.
Artur, Senior Engineering Manager, Voy
Tommy (Director of Engineering) and Artur (Senior Engineering Manager) had both been burned before. Past experiences with contractors revealed significant challenges in engagement and ownership — many engineers spread themselves thin, showing up but not really there.
This lack of ownership kept pulling leadership away from strategy and into constant supervision. Tommy was the most skeptical voice in the room when conversations started.
Two things changed his mind. First, the hiring process — Voy interviewed and chose engineers after checking for technical and cultural fit. Second, the working relationship itself.
It didn't feel like a traditional client relationship. You were very much integrated into our team and how we worked. It was one team, one fight.
Tommy Lewis, Director of Engineering, Voy
Voy didn't slot individuals into separate teams. An entire pre-formed React squad came in and took the Hair Loss division. The members already knew each other — so they took collective ownership of a complex area from day one. A second group supported the weight loss launch in Brazil.
They attended every daily standup and ceremony. Voy onboarded them like internal engineers, giving them all the relevant context. The first value landed in about a week.
As part of a culture of transparency, developers gave clients end-of-day updates of work done. Voy liked this so much they adopted it for their own teams.
We actually ended up having the entire React squad come in and fill the role of that team. They already knew each other, had good working relationships, and could take strong ownership over the entire area.
Tommy Lewis, Director of Engineering, Voy
A full revamp of the reactivation flow for the Brazilian hair loss service drove a 33% increase in plan reactivations. One of the most impactful initiatives in the category.
The backlog. In a closing retro, Voy found that 90% of a long-stagnant backlog — bugs, fixes, technical debt sitting for months — had been cleared by the squad.
The pricing experiment. A new experimental pricing configuration was so complex that Voy wasn’t sure its platform could handle the logic. ReactSquad cut through it and shipped it, enabling business experimentation that was otherwise stuck.
The incident. During a serious production issue affecting patients, the squad worked round the clock – including weekends – until it was resolved, then presented the post-mortem to the wider engineering organization. None of that was in the contract.
The extras. Unprompted improvements to SEO, web performance, and refactoring — the kind of proactive work most agencies don’t bring.
Internally, Voy started using the ninja emoji for the squad: fast, effective, surgical. Even Finance found the partnership easy to support, thanks to flexible contracts and a candid working relationship.
