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Services

# We work as an extension of you.

We can start from scratch or meet you halfway and iterate.

We collaborate on an improvement journey.

Our client's success is part of our story. When we start working with them, we’re not thinking about the end date. It’s a long-term relationship we want to build.
 

We invite you to take this journey with us.

Take this journey with us.

Our story told by our clients.

The best solutions adapted to your needs.

We have in-house experience and expertise in a variety of programming languages, frameworks, and tools.

Our technology stack.

Software development is full of surprises and that helps make it a fascinating journey. We don’t claim to have all the answers to your problems but we do think it’s easier to solve them when we work together. 
 

We set up the team but you’ll be part of it every single day. What can you expect from us? It’s pretty simple: we deliver on our commitments and never leave you behind.

What you can expect from us. 

We love sharing our opinions, journeys, and practices. Head over to our blog to discover more about our software engineering expertise and learn how we’ve used it to help businesses achieve their goals.
 

We hope you like what you find!

Want to read more?

We speak our Mind.

Don't miss a thing. Get all the latest Mindera updates, news, and events.

Subscribe to our newsletter. 

Would you like our tech experts to help build your product and provide leadership to improve your operations?
 

Connect with our locations or let us know how we can help you!

Let’s work together!

We see progress as a journey. 

Our commitment is to provide high-quality services, using our engineering mindset to solve business problems and deliver scalable, secure, and robust software products.

We drive change.

We’re techies who like to solve complex problems. Combining our software engineering expertise with our vast business knowledge, we've built lasting relationships with companies of all sizes from a range of industries.
 

These connections give us a real insight into the challenges our partners are facing and help us find hidden opportunities to make a difference in their business.

That's how we have successfully scaled our contributions and ramped-up teams with different skills inside the same client.
 

We don’t pretend to have all the answers at the start. But we have the experience to know the best path to follow, the agility to adapt as we go along, and the drive to always deliver on our commitments.
 

This is our way and it’s the journey we’d like to take together with you.

Engineering is in our hearts.

Services | Mindera | Custom Software Development 

Careers

# We see a career as a set of different paths and experiences.

Where in the world will you join us?

While some benefits may vary by office/country, all the Mindera locations thoughtfully designed benefits to provide our teams and their loved ones with an amazing experience centred around what we care about the most: people

Be kind to yourself.

We welcome you into an environment where you can be yourself, enjoy your work, and, hopefully, have a lot of fun with the people you meet.  

Have fun while working.

We’re always changing and evolving. Why should the tech stack we use remain the same forever?
 

You're welcome to come up with solid reasons to do things differently. Just don't worry if we get too passionate about it — we do love a good tech discussion.

Our tech stack isn’t set in stone.

People who got your back.

Our hiring journey.

We love sharing our opinions, journeys, and practices. Head over to our blog to get our thoughts on software development, people, Mindera culture, and all the other things that matter to us.

Don’t miss a thing. Get all the latest Mindera updates, news, and events.

Subscribe to our newsletter.

Careers | Mindera | Custom Software Development 

Education

We love helping people grow their software development skills.

We’ve cherished a dream for many years: to help people achieve their potential by teaching them the skills we've learnt. Mindera Education was born to make that dream a reality.

By sharing our knowledge of the thing we know best and love the most— software development — we can keep contributing to the tech community and upskill the next generation of talented techies.

About Mindera Education.

Check out our courses.

Code your life. It's time for a new adventure.

Stories from those who dared to dream.

Do you have questions about Mindera’s courses? We’ve got you covered.

Frequently Asked Questions (FAQ)

Mindera teachers will be there for you, no matter what. They were once people like you. Dreaming about the day when they would join the software development world. That’s why they know this journey will be challenging. You can count on them to give you all the support you need to succeed in any Mindera Education programme.

Our Minders, your teachers.

Education | Mindera | Custom Software Development 

Blog

Don’t miss a thing. Get all the latest Mindera updates, news, and events.


Let's take this to your inbox.

We hope we can make your dreams come true — whether they’re developing a web or mobile application, or being part of the team that builds it.

Learn more about us.

Blog | Mindera | Custom Software Development 

About Us

About Us | Mindera | Custom Software Development 

Culture

Locations

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Press

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Contact Us

Thank you for reaching out.

Choose the team you would like to contact and we’ll get back to you as soon as we can. 

Have a chat with one of our global teams.

Mindera - %location team is happy to help you.

We’d love to hear from you.

We're more than happy to welcome you to our offices. Come and visit us!

Our Offices

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Contact

Portugal

United Kingdom

United States

India

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Morocco

The Mindera Morocco team engaged in discussion in the office in Casablanca

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Some Minders in Morocco in the office space.

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Visit our Morocco world

Hello and welcome!

Our journey in Morocco starts in 2022, with the 1st Minders working remotely from Casablanca. As the team started to grow, we started looking into the tech scene in Morocco, visiting regularly and organising a few events; with that came the decision to go ahead with opening Mindera Morocco.
 

Mindera Morocco became a reality in March 2023, with 11 developers working from all around the country - Casablanca, Layoune, Rabat, Teouan…the list goes on. Focused on building products for our clients from a diverse range of industries. Our Minders are supported by our tech stack, working in collaboration with our clients as a team.

While our office in Casablanca may be small, our ambitions are not. As we take our first steps in Morocco, we're not just building a company; our goal is to create a truly unique place for developers to work on amazing projects, with a great environment, flexibility and purpose. 
 

But it's not all about work; we believe in the importance of a supportive community. We have fun together, whether at work, during Mindera trips, or through our engagement in meaningful social projects.

Our story in Morocco!

There are many perks and benefits to being a Minder. These are some of the key ones you get when you work for Mindera - Morocco.

What you get by joining us.

We deliver great work while having fun together.

Tech enthusiasts who care about each other.

Stories from Morocco.

If you’d like to join one of our teams or you’re looking for a tech partner, we’d love to hear from you and explore how we can work together.

Let’s connect!

Mindera - Morocco | Custom Software Development

Homepage

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# We craft software with people we love. 

We’re techies who solve complex problems and love contributing to the community.
 

We wear our hearts on our sleeves and our commitment is to deliver the best we can for you and hopefully become your true partner.

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Software Engineering

Consulting

People are at the heart of everything we do. 

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American Innovations

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ColorADD

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Dunelm

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Fanduel

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Green Jade

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Selfridges

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Smartbox

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Solverde.PT

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Waitrose

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YOOX Net-a-Porter Group

Clients_andmanymore

...and many more.

We’re lucky to work with iconic brands and build emotional relationships with them. These bonds are founded on trust, autonomy, and massive support. 
 

This is the journey we invite you to take with us, one where we will work as an extension of you. We can’t wait to build something together!

Relationships are the foundation of our business.

We really love what we do. 

We love sharing our thoughts, experiences, and lessons. Visit our blog to explore our ideas on software engineering, culture, people, and everything else we care about.
 

We hope you enjoy what you find!

Whether you're looking for a technology partner to bring your project to life, or seeking a new professional challenge, we’d love to work with you.
 

Explore our services or our open vacancies and let's start our journey together.

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Jobs

Jobs | Mindera | Custom Software Development

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Mindera | Custom Software Development 

Top 10 Tips for Leaders to Increase Business Agility

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# Let’s start with Culture..

[The Annual State of Agile Report](https://www.qagile.pl/wp-content/uploads/2020/06/14th-annual-state-of-agile-report.pdf) has discovered the highest-ranked challenges to adopting and scaling Agile continue to be related to organisational culture, alongside getting senior ‘buy-in’.
Culture is the result of people’s behaviours within an organisation. The way people think, speak, behave and ultimately ‘get things' done’. It’s one of the most important factors for business survival, growth and success, but it remains poorly understood - particularly when a company is needing to increase business agility. 

Throughout this article we will look to explain and answer the following questions: 
- What types of behaviours are needed to increase business agility? 
- How can organisations and leaders understand the prevailing culture, and the actions they might need to take to have the right culture in place for increasing business agility?
- What must leaders do to increase business agility?
- And, finally, how can new behaviours and emerging cultures evolve?  

## The Competing Values Framework (CVF)

Before we proceed, any exploration of the impact of culture on agile should probably start with a look at how we assess culture. There are various culture models out there, and the CVF is considered the most effective.

There are two dimensions to the CVF: Stability-Flexibility and Internal-External. 

_Stability-Flexibility_
The stability-flexibility dimension covers, on the one hand, those organisations that believe they thrive with high levels of stability and control, and, on the other hand, businesses that believe they are more effective with high levels of flexibility and adaptability. 

The former group tends to have clear structures, processes and rules, not to mention lots of up front analysis and planning. They focus on exploiting efficiencies in their existing offerings to see how they can deliver them to customers more cheaply. 

The latter group tends to focus on people and outcomes, and can respond to changes with speed. They believe exploring new opportunities and offering new products to customers gives them a competitive edge. 

_Internal-external_
The second dimension is Internal-External. Businesses with internal orientation tend to focus on inward coordination and collaboration, whereas, external orientation focuses on the customer, market, competitors and new trends. 

The two dimensions mentioned above define the CVF’s four quadrants; Control, Compete, Create and Collaborate, which can be found in the image below.

![The Competing Values Framework (1000 x 650 px).png](https://storage.googleapis.com/mindera-cms-media-uploads/The_Competing_Values_Framework_1000_x_650_px_4b1ca23fcf/The_Competing_Values_Framework_1000_x_650_px_4b1ca23fcf.png)


Let’s be clear: there are no right or wrong cultures. Some cultures may suit and/or be more effective in different domains and industries. In fact, in reality, a healthy business will often have a mix of all four culture types, spanning different areas of the business. 

For example, a bank may have a ‘control’ culture within their legal and compliance department but may have a ‘create’ culture in their digital and technology space. Unfortunately, in today’s world, businesses try to have a one-size-fits-all culture which consists of the same values, behaviours, policies and structures across the entire organisation. This tends to result in companies settling for ‘control’ and ‘compete’ (say), but at the expense of innovating new ideas and adapting to changes. 

_**Useful Tip:**_ The CVF has a lightweight assessment tool which allows leaders to understand the current culture across their business and see where they need to improve in either of the four quadrants to reach their desired culture. In the first instance, I’d recommend focussing on understanding the current and desired culture before planning any changes. Choose the right values, behaviours, policies and structures which align closely with the target culture. _

## The Agile Manifesto - Values and Principles

Interestingly, if we were to map the four values from the [Agile Manifesto](https://resources.scrumalliance.org/Article/key-values-principles-agile-manifesto) (Individuals and Interactions, Customer Collaboration, Working Software and Responding to Change) they would very much sit in the ‘Collaborate’ and “Create’ quadrants. Whereas, we would see the aspects that the manifesto de-emphasises sit in the bottom left in the “Control’ section, namely:  Processes and Tools, Contract Negotiation, Comprehensive Documentation and Following a Plan.

For companies to increase their business agility, they must align with ‘Create’ and ‘Collaborate’ cultures which encourage high levels of flexibility and experimentation, along with a strong customer focus. 

## Leadership - 10 Ways for Leaders to Increase Business Agility

Leadership is the most important element in shifting behaviour and reaching the needed culture for increasing business agility. 
Leaders must drive the right values, policies and structures. They must also demonstrate the right behaviours and mindsets. Failing to do so, and maintaining continued focus in doing so, stifles business agility.

## What must leaders do to increase Business Agility?

**1. Envision the desired culture**
Be clear on the current and target culture of the business, understanding the reasons and benefits behind the shift (the “why”). Focus on choosing and driving the right values, policies and structures. Particular attention should be paid to those which land in the ‘Create’ and ‘Collaborate’ quadrants of the CVF as these allow for better collaboration, greater experimentation, new ideas and fast learning. Leaders should remove any HR policies and rules which are overly controlling and dictatorial as these will not treat people like adults & destroy trust, for example, avoid setting strict working hours. Leadership must be role models who show the behaviours they would like to see to build the desired culture.

**2. Communicate an inspiring vision**
Clearly communicate an inspiring vision and shared goal for teams to target. Leaders need to set the “what” and ensure teams are fully empowered with the “how” regarding fulfilling the set vision. This engenders a culture of autonomy, ownership, accountability and trust. This provides teams with a sense of purpose, greater happiness, and helps teams adapt, deliver and innovate at speed.

**3. Track employee engagement**
Regularly track employee engagement and take actions to continuously improve it over time. Doing so supports employee happiness and engagement level growth - two of the leading indicators of company effectiveness. 

**4. Decentralise decision-making and build interconnected cross-functional teams**
Encourage flat hierarchies and decentralised decision-making, with the responsibility being with the teams who are closest to the work and customers. Leaders should continuously look at ways to delegate work safely, ensuring there is a clear goal for the team to work towards. This allows for quicker decisions and shortens the lead time to deliver value to customers. Leaders must also invest in building small networks of interconnected cross-functional teams, with open communication channels, who are customer focused and aligned working towards the same goal as mentioned above. This minimises dependencies and hand-offs, resulting in quicker delivery

**5. Remove obstacles for people**
Support teams and the people doing the work by ensuring people are respected and heard, while  removing any obstacles they may face. Leaders must respond and proactively unblock teams to ensure there is the right environment to perform. This helps team members deliver and innovate at speed, and feel more valued, respected and engaged. 

**6. Foster a culture of respect and psychological safety**
Foster a culture of respect and psychological safety, the belief that employees won't be punished or humiliated for speaking up or experimenting and failing. This allows for a positive and safe mindset across the business, allowing for better employee wellbeing, collaboration and motivation. Leaders should also share information openly within the organisation, fostering a transparent culture where decisions, challenges, and successes are communicated openly - trust is built through open and honest communication. 

**7. Spend time with teams and invest in people’s personal development and growth**
Spend time coaching and mentoring people around you, investing in their personal development and growth. Move away from annual reviews and move towards regular coaching conversations around goals. Provide feedback regularly and in the moment, avoiding any threat response. This allows for better quality and more “fresh in the memory” conversations. It will help enhance people’s engagement and productivity, and also build an environment of psychological safety and trust. Leaders should also spend time and build connections with the teams, where the work happens. There is no better way to understand the culture of the business, the mood of the team and any systematic impediments which make teams less effective. A status report and/or a sprint “demo” will not provide this!

**8. Encourage teams to work in a cadence of rapid short work cycles**
Encourage teams to work in a cadence of rapid short work cycles that continuously receive fast feedback to learn. Allow for innovation and the ability to pivot to accommodate new changes. Look at ways to increase the flow of value to customers. This will help your teams deliver changes more quickly which is rewarding. 

**9. Ensure there is downtime for teams to come up with new ideas**
Ensure there is downtime for teams. This provides space for teams to resolve problems, making them more efficient, and more importantly it provides headspace for innovation to percolate and for personal development. New ideas rarely come from people who are always busy!

**10. Eliminate Waste **
Focus on identifying and eliminating ‘waste’, that is, work that doesn’t directly contribute value to the customer. For example, over-investing time on detailed up-front planning and estimation which is prone to inaccuracy. Other wasteful activities could include unnecessary bureaucracy with change management processes or an over-zealous internal audit function.

## How can companies (and their leaders) foster new behaviours to create an agile culture? 

As mentioned above, it is crucial that leaders act as role models and demonstrate the behaviours they would like to see in others, across the organisation, to shift culture.
They must start with small policy changes to incentivise and encourage the desired behaviours. It is also important that leaders show recognition and gratitude when desired new behaviours are observed in teams and individuals. 

Leaders must find ways to increase levels of engagement by applying the tips listed above. For example, ensuring teams have a purpose and are empowered to act autonomously, to make their own decisions within guardrails. Organisations must create an environment to foster intrinsic motivation instead of “carrot-and-stick”. To maximise collaboration, leaders should incentivise teams rather than individuals. 

## Wrapping up
 
There are various areas which can increase business agility, such as having better ways of working in place or the right technology to be able to deliver changes more quickly and frequently. However, company culture is still the main impediment to success and greater agility. 


To increase business agility, organisations must have ‘Create’ and ‘Collaborate’ cultures from the Competing Values Framework (CVF). 

The relationship between company culture and leadership are so interconnected. Behaviour and resulting cultures are driven by the leaders. That’s why it is vital that leaders act as role models and show the behaviours they would like to see to shift organisational culture in the right direction.

## Closing the series…

This is the final article in our #agilebeyondtech thought leadership series which has offered a broad examination of ‘agile’ across a number of facets, but all rooted in the pursuit for greater business agility.

While the term 'agile' has been with us for many years and is based on a set of seemingly intuitive principles and practices, the reality is that organisations still struggle with adoption, leading to frustration or even abandonment and regression back to ‘traditional’ and more ‘trusted’ ways of working, albeit fraught with their own failings. 

Our series began by an exposé of [Mindera as a TEAL organisation](https://mindera.com/blog/built-on-agile-foundations), explaining how this organisational philosophy has agility baked-in from the ground up.  We then delved deep into the subject of agile transformation, covered in two parts of [setting the foundations for transformation](https://mindera.com/blog/agile-transformation-1) and then [executing change](https://mindera.com/blog/agile-business-transformation-2).  The fourth article tackled a more technical topic of [agility in architecture teams](https://mindera.com/blog/an-agile-architecture-practice) which is frequently misunderstood or disregarded, but at the peril of sacrificing the right long term strategic decisions at the altar of rapid build and release.

As with many things in work and business, so much of agile's success is dependent on buy-in from the highest levels and human behaviour, which is why we felt it fitting to end this series with advice for leaders. No pressure!



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Archie Webb, Agile Coach and Delivery Lead from Mindera UK, talks through 10 ways in which leaders can increase business agility.

Tips for Leaders, Business Agility

Archie Webb, Agile Coach and Delivery Lead from Mindera UK, talks through 10 ways in which leaders&hellip;

What Is Sprint 0 At Mindera?

Mindera 

We craft software with people we love, but what goes into our unique software creation process when we partner with clients? 

You may have heard of the Scrum Sprint 0 process before, but we do things differently at Mindera, so if you haven’t heard about it, here we go!

We implement our Sprint 0 almost like a 3-day workshop with our clients but don’t worry, more on this later.

We’ll break our process into easy-to-digest parts to keep it as we are: human and clear. Then, we’ll summarise how we live and breathe Agile, explore Agile and the Software Development Lifecycle, and discuss Mindera’s unique Sprint 0.

## So, what does it mean to be ‘Agile’?

[Mindera IS Agile](https://mindera.com/about); being Agile better accounts for things changing or not going to plan in the development process (compared with ‘[waterfall](https://www.linkedin.com/pulse/why-agile-worked-very-well-software-engineering-sameh-muhammed/?trk=pulse-article_more-articles_related-content-card)’).

With an Agile mindset, Minders have a flexible way of managing our client’s project unpredictability and setting up a roadmap for completion. We are open to new ways of working, learning from our mistakes and finding the best possible solutions. Here at Mindera, our curiosity and agility make our world move forward. Therefore, growth is a consistent feature of our Agile mindset.

## Agile and the Software Development Lifecycle (SDLC)

Agile is a mindset and a way of being, so to speak, but it can also transfer into operations and ways of working. Agile helps in the SDLC; an agile software development process (like the one that we work with) allows for continuous improvement (CI) and continuous development (CD) throughout the entire project. By being and working Agile, we can consistently deliver great work for our clients! 

![Sprint_0_infographic_done-02 (1).jpg](https://storage.googleapis.com/mindera-cms-media-uploads/Sprint_0_infographic_done_02_1_59bd4a720f/Sprint_0_infographic_done_02_1_59bd4a720f.jpg)


Communication, flexibility, and collaboration are at the heart of being Agile; project goals and developments happen in short ‘sprints’, and these fit into a software development framework known as Scrum. 

Scrum Sprints can differ in length, but typically, they take two weeks; this is where our team works on selected product features. The kick-off of the Scrum cycle is called Sprint 0 – which follows the same rules as regular Sprints: fixed in length and starting with Sprint Planning. However, we don’t do it “by the book” at Mindera; we adapt and adopt; after all, we are agile.
What is ‘Sprint 0’ at Mindera?

At Mindera, we are really proud of our Sprint 0 process, which definitely sets us apart! But what does Sprint 0 in its original sense mean?

The original characterisation of Sprint 0 is that it is not a pre-planning phase; by the end of this kick-off Sprint, some usable code should be created. This classification also states Sprint 0 to have the following features:

The product’s skeleton and outline should be set out
- Design should be minimal
- A small number of stories will be developed
- Low velocity and lightweight

In contrast, our version is the pre-planning phase! We don’t produce usable code that may be seen as “against the rules”, but… in Agile, the Manifesto states “responding to change over following a plan”; that’s what we do!

When partnering with new, current or returning clients, we take around 3 days at the start of the new project to get to know their business's ins and outs, requirements, and how we can lend our expertise for their success. This is what we refer to as our unique Sprint 0. 

During this super informal 3-day workshop, our team works together with our client (and becomes an extension of their team!) to scope out the Minimum Viable Product (MVP) to understand exactly what is needed, allowing us to budget and size the team correctly and provide an estimated high-level completion timeframe for this MVP. Backed up by our past experiences and software knowledge, we can suggest the best tech stack for product development. It is a time for our clients to learn how we work and see us as true partners!

As Minders, we like to challenge our clients to ensure that the product is precisely what they need to benefit their business rather than being a ‘yes man’ to all their queries. So we come up with innovative solutions and align our ways of working. This way, clients get the best value for their money and a product that will match their requirements exactly.

In our Sprint 0, we aim for a balance of information with high-level estimations of timeframe, scope and budget; this gives our team a chance to understand the big picture and work with our clients to prioritise the product backlog throughout all the sprints. That’s why we love to engage in a model where our Product Owner, our team, and the client are accountable for owning the development roadmap. As we know, the software development process can throw out lots of uncertainties along the way. Being Agile helps us to face these challenges head-on and address them as they come our way. 

After we frame the scope for the MVP, we identify the Epics (big groups of features) and estimate using a T-shirt sizing technique. The estimation helps our Minders to puzzle the Epics, taking into account the Dependencies identified to form a release plan.

With a release plan in place, we can then structure the team, understanding its size, roles and skillset needed, which is the foundation of the Times and Materials (T&M) cost model for the MVP defined.

![Sprint_0_infographic_done-01 (1).jpg](https://storage.googleapis.com/mindera-cms-media-uploads/Sprint_0_infographic_done_01_1_9d969f5752/Sprint_0_infographic_done_01_1_9d969f5752.jpg)


After the initial sprint 0 workshop with our client, we have enough data to put together our fantastic team for the project and crack on with the main Scrum Sprints.
Who is involved in our Sprint 0?
In our 3 day workshop, several key players are involved in partnering with our clients to truly understand them. 

From Mindera, we have our facilitator and our tech experts (think engineers and relevant Minders with the right expertise depending on the industry, product, and tech stack).

From the client, we have decision-makers within the business and those with the knowledge to explain business and product objectives. 

We actually wrote a piece on doing a [Scrum Sprint in a day](https://mindera.com/blog/sprint-in-a-day)! Check it out!

**Want to partner with us? [Check out our services](https://mindera.com/services)!**

**Check out our [opportunities](https://mindera.com/jobs) if you can see yourself as part of the Mindera team!**



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Sprint 0 is a process we’re super proud of at Mindera. It gives teams the client’s requirements and project scope and allows for a budget to be established. 


Mindera’s ‘Sprint 0’ Process

We craft software with people we love, but what goes into our unique software creation process&hellip;

Sprint 0 is a process we’re super proud of at Mindera. It gives teams the client’s requirements&hellip;

Mindera PT trip - Standup Paddle in Coimbra

# Standup Paddle Trip in Coimbra

In August 2022, we organised our first stand up paddle activity in Coimbra. In two weekends, 49 Minders flowed with the river Mondego, enjoying the sun and natural beauty of the region, and having a great time with friends.
How it started 
After the pandemic situation in the Aveiro office, we organised a team lunch, and that afternoon, we would work at a beach bar. On that day, talking with the group, the idea was born:  we could  organise more activities like surfing, ,stand up paddle etc. 
Lia Couto, Joana Alves, Ana Santos, Filipa Tavares, and I started this discussion, at the beginning thinking only of  Aveiro's office. Then, Lia suggested it  would be cool to open this for Porto and Coimbra offices , too. Ok, challenge accepted!

## The challenge
First, we need a place to have an activity where we can enjoy time together and have some fun. I remember some years ago making the descent of the Mondego's river with  SUP boards. And no one is  better for this than Pedro Santos. I worked with Pedro Santos a couple of years ago, and  he showed me the beauty of the Mondego river, and making that descent with  SUP boards can be relaxing and fun.
I contacted him first  to set up for one weekend. But  since August is a month when most people are on holiday,  we decided to make it on two  weekends and join the three offices together.

## Time to organise 
 Now we have an idea for the activity, it's time to start organising  it. We  posted about it on our slack channels, and the people began registering. Some challenges started, but we are Minders and we love to get solutions for the challenges we face. One of them  was transportation. Some of the participants  used public transportation so we tried to have volunteers give rides from Coimbra to the beach, Praia Fluvial Palheiros e Zorro, where we met Pedro Santos and moved to where we started our journey.

## The activity
For this activity, we defined a route of  11km,  coming back to our destination, that was Praia Fluvial Palheiros e Zorro. On the first day, on the 27 of August, we were  17 participants , in a perfect day without any wind. We had a fantastic day with a lot of water, sun, and nature. On the 10th of September, t there were 32 participants on a perfect day, but a bit more challenging. On the second part of our journey, we got wind in our front, which made our ride a little bit more complicated. But we had a lot of fun, too. We have 3 participants from the previous activity: Gonçalo Santos, Diogo Reis and Pedro Lobo. They enjoyed the first ride so much they wanted  to do it again. In general, everyone enjoyed and had a good time together.

## Looking back
This activity was fantastic, he had much fun with our friends and family, and everyone enjoyed it. After two years of the pandemic, having some activities together sounds like a dream. And we have all three offices in Coimbra living this experience together. I want to thank everyone involved in this activity, Pedro Santos and Epicwave, and Mindera, for all the support.
It's fantastic when in a company you have the freedom to dream,  make it happen, and enjoy with your colleagues/friends activities like this. I can't wait for next  year to do this again!




Our first stand up paddle trip in the river Mondego, in Coimbra. Two weekends enjoying the last days of summer and having fun together!

We organised two weekends of SUP in river Mondego, Coimbra

# Standup Paddle Trip in Coimbra

In August 2022, we organised our first stand up paddle activity&hellip;

Our first stand up paddle trip in the river Mondego, in Coimbra. Two weekends enjoying the last&hellip;

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Mindera PT trip - Standup Paddle in Coimbra

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We craft software with people we love.

People are at the heart of everything we do.

Relationships are the foundation of our business.

We really love what we do.

We speak our Mind.

Top 10 Tips for Leaders to Increase Business Agility

What Is Sprint 0 At Mindera?

Mindera PT trip - Standup Paddle in Coimbra

Inclusive Employability – We Attended Destino: Emprego 2022

Growing As A Leader Session

Mindera Summer Camp 2022

Want to read more?

Let’s work together!

Company

Work