What We Do

The Digital Corridor is a creative effort to attract, nurture and promote Charleston's tech economy through a combination of technology-enabled initiatives and business incentives, private business support and member-driven programming.


Opportunities Abound
"Attending courses at CODEcamp allowed me to hone my web development skills while giving me the opportunity to interact with professionals that are driving Charleston technology community."
  • Ryan Barrineau
  • Developer
  • Blue Acorn


Get Working
"As an early stage software company, it was not only important to have a location to grow in but also the means to mature as an organization. The Flagships afforded this flexibility and infrastructure."
  • Earl Bridges
  • Co-founder
  • Good Done Great


Peer Networking
"The Charleston Digital Corridor serves as the central hub for technology companies in the area and what that has done is create a sense of community around the companies that are a part of it."
  • Grier Allen
  • Founder & CEO
  • Boomtown


Accelerating Growth
"While there are many opportunities for investment, our fund is happy to make growth capital available for Charleston’s tech companies. Michael Knox, Managing Partner, Silicon Harbor Ventures."
  • Michael Knox
  • Managing Partner
  • Silicon Harbor Ventures


Charleston Wins
"Charleston has emerged as a true tech hub in the United States and we are proud to be a part of the movement that is underway here and are committed to seeing talent and companies grow and prosper here."
  • Nate DaPore
  • President & CEO
  • Peoplematter

Latest News

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Don’t Be Afraid To Ask Questions, Says Google’s Eric Wages

The Charleston Digital Corridor's Leadership Profile series is focused on the individuals who are driving Charleston tech scene forward. This series is brought to you with support from Charleston Southern University.

Eric Wages is the Hardware Operations Manager for Google's Berkeley County data center. 

Where did you grow up? What was life like there?

I'm from a lot of different places. Up until I landed here in Charleston, I moved every three to four years of my life. I've lived in, I think, 14 different places, and some of them multiple times! I've lived in England, Maine, Texas, Virginia, Ohio, Massachusetts, South Carolina – lots of places. But I'd say I grew up in Western Massachusetts near Springfield.

I was there for three years before I moved to England and again four years when I came back. I was in England for my middle school years. During that time, a lot of stuff changed around the world, but not a lot of stuff changed in Western Massachusetts. So my friends were exactly the same as they were when I left, but I was a very different person when I came back.

When I was in England, the first Gulf War was fought. The Irish Republican Army was bombing the city of London, where I was going to school. I learned that the rest of the world is not the same as what most American kids grow up knowing. It was a good experience, but it made me grow up quick.

How did you come to be in Charleston?

At my previous job , I worked for a government contractor in Alabama, building supercomputers for the Space and Missile Defense Command, a part of the US Army. In 2007, I saw the lay of the land changing. So I started looking around and I ended up here at Google because it's the only place that has big "toys" on par with the government.

What was your first job, or most memorable early job? What did you learn from it?

Probably the most memorable job I had early on was my second job. I got hired to do technical support for a coffee-shop-slash-internet-café. What can I say? It was in the early 90s. The woman who hired me, her name was Joanna. I was like, employee No. 7 of this company, so it was a super tiny group. I remember that she hired me for this job, and I didn't really know anything about working with Macintosh computers, and that's what it was. She kind of threw a computer at me, said, "Here you go, figure this out."

Years later, when I started at Google, I was out in California for the first time, sitting in my boss's office, and she walks in with her bicycle. I was surprised, "Joanna?" She's replied, "Eric, nice to see you. You work here?" I said, "I do now." And she said something that sticks with me even now: "I figured you'd make it here sooner or later." So never burn bridges, that's my advice. You're never quite sure who you're going to bump into again from your past.

Did you have an entrepreneurial drive early on, or did you acquire it through experiences?

I've always known that I wanted to do what I'm doing. I knew I would be good at technical management. It's what my father did as research and development director for Proctor and Gamble and it's what I aspired to be.

I'm feel I'm pretty good at seeing the landscape and seeing how things naturally play out, so I can give good guidance on what it takes to get something done. I'm good at seeing the roadblocks and the chess pieces as they move around, usually like five or six moves ahead. So it's an entrepreneurial skill, but I'm not an entrepreneur. I really like working for a large company because I can have massive impact.

In your own words, what does your company do?

Google strives to organize all the world's information. My group is focused on building, running, operating all of the IT infrastructure inside of our massive data centers. There are 15 of these large facilities all around the world and they are big: These places are where you have buildings the size of a Super Wal-Mart just full of computers. And not just one, but often multiple buildings.

In other words, we are the ones who physically make Google exist.

Our site is in Berkeley County one of the bigger ones in the world. It's about 500 acres, give or take.

How would you describe your organization's culture?

I liken Google to grad school, but you get paid more. Functionally, we treat the facility like a giant $1 billion experiment where we've got a system and we want to make it better – how do we collect the data to make a decision to tweak the knobs a certain way to have a better outcome? Everyone comes to work with the mindset of, "What is it I need to do today to make things better?"

It's a very collaborative environment, with people talking about and brainstorming ideas. People get excited about some things and not about others, so they'll contribute in different ways. At the end of the day, we end up with a bunch of really excited engineers with some really great ideas.

What is your management style?

My natural management style, I have learned, doesn't work all the time. I'm a very Socratic kind of person. So someone will come to me and say, "I need your help with blank." And my response is often "OK, well let's talk about blank." I'll just ask lots of questions, hopefully to teach them how I think to help them come up with a conclusion on their own.

The lesson I've learned is that, sometimes, that's a very exhaustive exercise when someone wants or needs a simple answer. I've worked hard to categorize what kind of feedback from me they want before I start answering. Example: "Do you just want me to tell you what I want you to do? Or are you seeking my input? Are you just brainstorming?"

That little tweak has actually had probably the biggest impact on engagement with my team.

What lessons have you learned from good bosses? Bad bosses?

Complain up, not down. I had a manager once who, during my first one-on-one, told me they were being actively-managed by their manager performance-wise, and that the company didn't understand what they were trying to do. Not the most comfortable situation on your third day when you never met the person before. It can be hard to avoid complaining, so you need to learn to complain the right way.

Probably some of the best bosses I've had are very direct and supportive. Like if you have something that's wrong, they're like, "Look, here's a problem. Here's what the issue is." Giving critical feedback is hard. It's really hard for people to be direct and honest. I've learned to be willing to talk about things and not just circle around.

Do you have a routine that's important to your day?

I get up and I read my email on my phone, even though I shouldn't. And I read the news on my phone, even though I shouldn't. Because that's the only time that I have that is relatively uninterrupted. My day is usually comprised of a million people asking for things all over the spectrum. I need that simple 10 minutes to triage my day.

I like going home and spending time with my wife because Google is a place that can absorb your entire life and then some. I try my best to truly separate work and life.

What do you look for in the people you hire?

I can teach almost anyone how to use computers or our technology We build all of our own internal products. You can't go buy a Google server. You can't go buy a Google networking device; they don't exist outside of our walls. Therefore, it's not a skill set that someone's going to have. No matter what, you have to find someone who's passionate about learning and development, because without that they're just not going to be successful at Google.

Another major criteria is executing in a world of ambiguity, as our world is not well defined. The speed at which we move internally is astounding. We've designed entire lifecycles of hardware and thrown them out before a similar product shows up outside of our four walls. If someone comes in and says, "I need a cookbook every single day to be successful," they're not going to make it. It's about finding the people who work well with poorly defined rules.

What is your biggest pet peeve in business or amongst colleagues?

People not willing to be direct and honest. And people who aren't able to accept and address constructive criticism; People who are so sure of themselves are just one blindside away from something going horribly wrong.

What advice would you give aspiring entrepreneurs and to new graduates looking to work in the tech industry?

Don't be afraid to ask questions. Business and careers are intimidating things to talk about. No one has all the answers, so feel free to ask questions because chances are you are going to strike up a conversation and actually be able to talk about something.

Good example, if you get on a plane to fly somewhere, you have a choice to make – do you put earphones on, or do you have a three-minute conversation with the person next to you on the plane? Most people put their earphones on just to zone out. But you're making a conscious decision to pass by a truly captive audience for three hours. I'm not saying that you're going to harass them, but they might have some really interesting things to talk about. And maybe they need someone just like you to work with or for them!

Are you a Mac or a PC? iPhone or Android?

I am definitely Android. My friend handed me an iPhone this week and asked me to change his picture and I had no idea. Mac or PC? And you forgot the other option, Linux, which is also a good choice. The answer is yes to all of them. I have a Mac desktop, Mac laptop, PC desktop, PC laptop, and multiple Linux and BSD servers. They're all tools in the toolbox, used for different things.

What is your usual Starbucks order?

Sadly, it is a mocha, even though I know it is really, really bad for you.

Outside of work, what keeps you busy?

I have a couple of alter egos. I build and run race cars. I do a form of racing called Rally. Imagine that you strip out all the interior stuff out of a car and then you put in a cage to protect you. You have a seat for yourself, the driver's seat, and you have a seat for a passenger. Then you take this car and you drive closed roads, such as say, the Francis Marion National Forest, at like 100 miles an hour. Your co-driver has notes describing what the road is like. You're driving as fast as you possibly can. You're racing the clock. Whoever is the fastest person against the clock is the winner.

I also build and restore bizarre imported vehicles. I brew beer. I play video games. I go on vacation with my wife. I clearly have too many hobbies with too little time.

What has it been like building your technical team in Charleston?

Mixed. From a labor market perspective, Charleston is pretty good for our entry-level roles, but we have had some challenges for our senior positions. Sadly, none of my current managers on my team were hired locally, but thankfully most of my entry-level folks have been hired here. They've got the skills for that coming out of the schools and businesses in the area.

From a marketing perspective, among all the other data center locations, this is an easy place to market for because, well, it's Charleston. After all, the quality of life is excellent.

What are your thoughts on how Charleston's technical landscape has grown?

Night and day from where it was. Eight years ago, I met Ernest Andrade, director of the Charleston Digital Corridor, when he was in the old facility above the Enterprise car rental on Meeting Street. I had a lot of skepticism. I was thinking, "What are we doing here?" Then I met some of the incubator tenants and realized "OK, this might work out."

A few years later, I remember, as a member of the Charleston Digital Corridor Foundation board, we met with the College of Charleston to talk about developing the computer science program and indicated that they needed to invest more in the CS program. "If you produced hundreds of CS students every year, they'd all get jobs in Charleston." At the time, they didn't see it that way. Well, here we are, years later, and we can see this happening.

In short, I feel like we read the crystal ball correctly. There still needs to be more effort by the local colleges. There still needs to be a little more momentum in getting some more output of the other schools in the region to meet the market demand. I think things are progressing well, but it's easy to get comfortable and confident, and then things will slip. We're better than where we were, but there's still plenty to do. 

PeopleMatter Gets Acquired By Snagajob

Charleston-based PeopleMatter has been acquired by Arlington, Va.-based Snagajob for an unspecified amount, according to a news release this morning.

"We have acquired PeopleMatter, a powerful, cloud-based workforce management platform designed to fit the specific needs of the service industry," Snagajob said in a blog post about the acquisition. "Together, we are going to turn everything about finding jobs, hiring employees and working in the hourly space upside down."

No layoffs are planned at PeopleMatter, and its Charleston offices will remain, but PeopleMatter CEO George Mackie will step down following the acquisition, according to Jeanne Achille, CEO of The Devon Group, a public relations firm hired to handle media requests related to the announcement.

Both companies' cloud-based workforce management software platforms are designed to help companies better find, hire and manage hourly workers, and both serve businesses ranging from one location to Fortune 500 businesses with thousands of locations.

PeopleMatter serves more than 45,000 locations and has more than 100 employees; Snagajob serves more than 200,000 employers.

Though Snagajob does not list its employee count online, a new joint website about the acquisition says the company will have 450 employees overall once the merger is complete. The companies plan to share more announcements and details about the acquisition on the site.

"As employers struggle with a challenging hiring environment, the joining of our companies couldn't be better timed," Snagajob CEO Peter Harrison said in the news release.

"Adding PeopleMatter's best-in-class products to our existing market-leading portfolio will help employers more easily find, hire and manage their hourly workforce."

Snagajob has had a year of growth –- securing $100 million in funding, forming a partnership with LinkedIn and hiring former OpenTable product head Jocelyn Mangan as its chief product and marketing officer.

Meanwhile, PeopleMatter has been undergoing a transition for much of 2016, since its founder, Nate DaPore, stepped down as CEO in January. DaPore ran the company since its founding in 2009.

When he left his position, DaPore said that he felt ready to move on to the next stage in his career but that he was remaining as chairman emeritus, a large shareholder and a consultant for the company.

Mackie immediately assumed the helm of the tech firm. Mackie is a former partner with Atlanta-based venture firm Noro-Moseley Partners and the former CEO of DBS Systems.

Since its founding, PeopleMatter has secured more than $60 million from venture capitalists and other investors and has been a staple of Charleston's growing tech scene. The firm occupies two offices on Upper King Street after expanding in spring 2014.

The company had an unspecified number of layoffs in fall 2014. And last year, the company launched Peoplelytics, which uses clients' data and helps them make decisions, predict situations and solve problems.

With the PeopleMatter and Snagajob platforms combined, the companies will offer sourcing, candidate relationship management, tracking and assessing, onboarding, training, performance and scheduling tools, as well integrations for background checks, payroll and point-of-sale partners, according to the release.

Jay Nathan, vice president of customer success at PeopleMatter, said the acquisition will enable PeopleMatter to "be a part of something bigger" and "expand our reach" in the hourly workforce market.

"We have been focused on taking PeopleMatter to the next level through building innovative solutions, growing our total addressable market and working to transform how the hourly market works," Nathan said in the release. "Combining with Snagajob allows us to do this and more."

The transaction is expected to close later this month, subject to regulatory approvals and other customary conditions. 

BDC Launch Event

Digital Corridor Announces Expansion Of Program To Beaufort, SC

Charleston, South Carolina – The Charleston Digital Corridor is pleased to announce a partnership with the City of Beaufort to launch an implementation of its highly successful tech business development initiative. The vote passed unanimously and with high praise at the June 21st, 2016 meeting of Beaufort City Council and the Redevelopment Commission.

Mayor Billy Keyserling and City Council laid out four straightforward goals - diversify Beaufort's economy and expand the tax base; transition military personnel to the civilian workforce; court visitors to relocate and create jobs; and develop relationships with all levels of public education.

Like Charleston, the Beaufort Digital Corridor's mission is to attract, nurture and promote high-wage tech and tech-related companies in the city and the Sea Islands by diversifying the city's economic base.

Stephen Murray, a Beaufort City Councilman and member of the Beaufort Redevelopment Commission, was instrumental with establishing the Beaufort Digital Corridor. "We have a lot in common with Charleston including history, beautiful buildings, pristine coastal environment, and a lifestyle that is appealing to young tech entrepreneurs," Murray said. "The key is to provide the business, social and education infrastructure to get them started and succeed here."

The first step for the Beaufort Digital Corridor is the renovation and up-fit of a city owned building, just blocks from Bay Street and the city's Waterfront Park. Dubbed BASEcamp, the 5,000 square foot business incubator and co-working space, located at 500 Carteret Street, is expected to be available for tech and tech-related companies late Fall 2016.

"We will utilize the hands-on experience of Ernest Andrade and his team to execute this business development strategy for the city of Beaufort," said William Prokop, Beaufort City Manager. "In essence, the Charleston group will incubate Beaufort's tech business development effort."

The success of the BDC will require meaningful participation from the Beaufort community. "We will seek private professional and financial partners to assist us with making the Beaufort Digital Corridor successful." Keyserling said. "We're going to make this work."

"There is no silver bullet to helping Beaufort become successful," said Charleston Digital Corridor Director, Ernest Andrade. "We will address the issues with a practical, measurable and long-term approach and with the direct engagement of the community just as we do in Charleston."

Beaufort Unveils Plans to Create Tech Hub, Boost Jobs

Beaufort is partnering with a successful Charleston technology initiative with the goal of drawing and building high-tech companies and adding jobs.The Beaufort Digital Corridor could launch as soon as this month under the oversight of the Charleston Digital Corridor, an economic development initiative started in Charleston in 2001 to diversify the city's businesses and workforce. In recent years, the city has joined the conversation as one of the top tech communities in the country.

The idea of the Beaufort Digital Corridor will be pitched to the city's Redevelopment Commission at 5 p.m. on Tuesday at City Hall. Charleston Digital Corridor founder Ernest Andrade is scheduled to present the partnership to commissioners.

"We've come a long way now," said Stephen Murray, a City Councilman who heads the commission's economic development efforts. "We feel like we're at the point we need formal approval and broad community interest before we do anything."

The gathering Tuesday will later move to 500 Carteret St., the city property that would eventually be used as space for the project. Beaufort bought the building in part to address a parking need downtown. Uses for the 18,000 square feet of office space was to be planned by the city's redevelopment panel.

At the time, city manager Bill Prokop said the city didn't want to be in the real estate business and that the property could be returned to private owners if a parking garage is built. This is the first public proposal for how the city might use the building. Organizers envision the space as 10 furnished offices with month-to-month leases and co-working memberships.

The Charleston Digital Corridor will help develop the Beaufort operation's budget, start a business incubator, hire a manager, build a website, create a broad wireless network and establish a foundation and nonprofit status, according to plans outlined for the Redevelopment Commission. Beaufort is hoping the project will add jobs, keep transitioning military members in the area and draw outsiders to relocate here for work.

The idea for the project started more than a year ago in the face of bleak wage numbers and census data showing young residents fleeing Beaufort, Murray said. A group of city leaders visited Charleston last summer, toured the Digital Corridor and returned optimistic about similar growth in Beaufort. Two repurposed downtown Charleston buildings provide 30 offices and about 20,000 square feet for startups and intermediate businesses. A third, much larger space is set to open next year.

While Charleston's size and population dwarf Beaufort's, the smaller city's economy is similar to what Charleston faced before the city committed to tech –- many tourism-based jobs and smart people leaving the city, Murray said. Charleston's has been a 15-year effort. Beaufort leaders hope they have a head start by utilizing the brand in place.

Members of the Charleston Digital Corridor would be able to share space in Beaufort, and vice versa. 

With a positive reception Tuesday, Murray thinks the Carteret Street building could be open to hosting businesses and tech entrepreneurs by the end of the year. "I'll also say if not this, then what?" Murray said "If folks have other ideas on how we can increase wages and stop the brain drain and capture more transitioning military and help prevent our working folks from leaving, I would love to hear them. But this is one of the best things we've been able to come up with."

eGroup Named to CRN’s 2016 Solution Provider 500 List

eGroup, the Southeast's leading provider of data center architecture, cloud and managed services announced today that CRN(r), a brand of The Channel Company, has named eGroup to its 2016 Solution Provider 500 list. The SP500 list is CRN's annual ranking of the largest technology integrators, solution providers and IT consultants in North America by revenue. 

The SP500 is CRN's predominant channel partner award list, serving as the industry standard for recognition of the most successful solution provider companies in the channel since 1995. 

CRN has also released its 2016 SP500 Newcomers list, recognizing 47 companies making their debut in the SP500 ranking this year. 

"eGroup is excited to again make the CRN 2016 Solution Provider 500 list," said Ben Gaddy, Director of Sales Operations, eGroup. "This award is a byproduct of the efforts of our outstanding team members, who are focused on our customers and solutions that enable their organizations to flourish." 

"The 2016 Solution Provider 500 represent a total, combined revenue of over $334 billion–-a testament to their success in keeping pace with the rapidly changing demands of today's IT market," said Robert Faletra, CEO, The Channel Company. "This prestigious list recognizes those companies with the highest revenue and serves as a valuable industry resource for vendors seeking out top solution providers to partner with. We congratulate each of the Solution Provider 500 companies and look forward to their continued success." A sampling from the 2016 Solution Provider 500 list will be featured in the June issue of CRN Magazine and at www.CRN.com/sp500.

About eGroup: Founded in 1999, eGroup provides innovative data center architecture, cloud, and managed services to businesses across the nation. Recognized by INC 5000 as one of the fastest growing private companies for four consecutive years, eGroup's solutions drive customer revenue while minimizing IT costs. With their four-phased project methodology–-which encompasses consultation, design, deployment and support–-eGroup prides themselves on their customer-driven approach to IT. With access to the best minds in the industry and a can-do attitude, eGroup adopts best-of-breed products, services, and technologies to support their clients' success. 

About the Channel Company: The Channel Company enables breakthrough IT channel performance with our dominant media, engaging events, expert consulting and education, and innovative marketing services and platforms. As the channel catalyst, we connect and empower technology suppliers, solution providers and end users. Backed by more than 30 years of unequaled channel experience, we draw from our deep knowledge to envision innovative new solutions for ever-evolving challenges in the technology marketplace. www.thechannelco.com

CofC Course Pairs Computer Science Students With Tech Firms

When government agencies and high-tech companies needed a piece of software created 30 years ago, they hired a developer, explained what they needed and then waited for the final product.

"You got stuck in the basement with a computer, and you got a problem to work on, and six months later you had to emerge with a solution, and that was it," said Sebastian van Delden, chair of the College of Charleston's Department of Computer Science. "There wasn't a lot of communication."

Software developers followed what is called a "Waterfall" method, in which the developer met with the client only at the beginning, to receive the product's requirements, and at the end, to deliver the finished product, van Delden said.

For the past decade, though, development companies have transitioned to "Agile" methodology –- many use an Agile-inspired method called a "Scrum framework" –- which involves a team of developers meeting with a client several times throughout the process to create various iterations of the product until the client is satisfied.

Van Delden said a Scrum team –- the name is based on the term for rugby players getting together and fighting for the ball –- usually meets with the client to get the product requirements and then again two weeks later. "At that point, we might just have drawings on a napkin to show them what it could look like," he said.

The team takes feedback from the client back to the office and works on the product. They meet again, and the process continues over and over until complete. "Teamwork is crucial," van Delden said. "The communication is crucial among the team members and also with the client and any other constituencies when developing software."

Earlier this year, 27 CofC students participated in an industry projects capstone course, the first of its kind at the college, to learn to work together and communicate.

In January, representatives from 12 Lowcountry technology companies went to the class and pitched projects to the students. Some were pet projects that the company didn't have the time, money or personnel to complete, and others were more mission-critical projects that could be integrated into the company's day-to-day operation, van Delden said.

Eight were selected, and the students were broken into teams to tackle the projects:

  • Team Bosch worked on a project to help manufacturing technicians maintain quality control.
  • Team Medical University of South Carolina worked on a smoking cessation app for Android users.
  • Team Sparc worked on an employee skill-tracking tool.
  • Team Blackbaud worked on an app to plug into the company's EveryDayHero website.
  • Team Booz Allen Hamilton worked on an app to help in military training.
  • Team CSS worked on a tool to help gather job information from contractors.
  • Team Geocent worked on a program to manage interviews during the hiring process.
  • Team Hawkes Learning Systems worked on an interactive math-learning program.

"We pretty much were working from scratch. ... A lot of it was just research and trial and error," said Lauren Donner, a member of Team Hawkes Learning Systems. Hawkes, headquartered in Mount Pleasant, wanted the college students to build software that would allow middle school students to manipulate a parabola, the graph of a quadratic function, using the movement of their fingers.

The company, which produces educational software and publishes textbooks, bought the team a Microsoft Kinect, a piece of equipment that senses movement. The students designed and built gestures: People can pull their hands apart, for instance, and make the parabola on the screen in front of them widen.

Donner and her teammates didn't know much about the technology, and neither did van Delden.

"I would give them minimal advice on what they were doing. It was their job to figure it out," van Delden said. "I wasn't telling them, 'Hey you shouldn't use XYZ technology together with ABC technology.' It was their responsibility to figure that out, to make mistakes and to start over if they went down the wrong path."

By the end of the semester, Donner said her team had successfully developed the program and learned how to work better as a team.

"We read about stuff like Agile and other kinds of things like that all the time in classes, but you really don't get a good feel for it unless you do it," she said. Donner talked about the project during her job interview at Sparc, where she started working as a junior software developer two days after graduating from CofC in May.

Six students landed either internships or full-time jobs with the companies that participated in the class projects, van Delden said.

The code for each of the projects was turned over to the companies at the end of the semester, and the college doesn't retain any intellectual property rights.

Marcel Prevuznak, vice president of research and development at Hawkes, said the students' product is probably not going to be commercially profitable for the company. But he expects to use it as a marketing tool for instructors and students to play with during conferences and outreach events.

"This was something that we had an idea about and had proposed," he said. "Several of these students embraced it and ran with it and came back to us with something that's pretty cool and pretty neat."

The company wants to participate in the class again and is already brainstorming new project ideas, Prevuznak said.

Van Delden said he was pleased with the students' work and plans to offer the course again next year.

"As a computer scientist, you have to be a lifelong learner, and there's no way someone can teach you how to be a lifelong learner," he said. "This class taught them to figure it out on their own."

CodeLynx Named Microsoft Gold Partner

Local Software Engineering and Electronic Security Integrator, CodeLynx LLC, has been named a Microsoft Gold Certified Partner for the Application Development Competency. This is the highest and most prestigious status that can be given to Microsoft Certified Partners (MCPs), and is awarded based on demonstrated quality expertise.

Generally, Microsoft Certified Partners are firms that have been in business for at least 5 years, have passed several rigorous competency tests, and have proven skills in their specific field.

Microsoft denotes six key areas of competencies in which MCPs can be certified at varying levels, where Gold Certified Partners are Microsoft's most highly accredited independent support providers. As Gold Microsoft Certified Partner, CodeLynx holds competencies in Application Development and Application Integration.

"This is a tremendous honor for our company, and truly speaks to the hard work and talent of our team" said CodeLynx President, Beth Heatley. "We are excited to use our highly-rated software engineering expertise to serve South Carolina's technology, manufacturing, and business community."

In addition to the competencies indicated through Gold Partnership designation, it also means that CodeLynx has an increased number of staff members who hold high-level programming and software security certifications, including CISSP, MCSD, CCNA and Network+.

"The rigorous staff and customer satisfaction requirements for Gold Partnership Status have allowed our team to leverage their expertise in skills related to enterprise-level software engineering, database administration, and security," noted Darren Cumbie, Director of the Software Engineering Division. "This allows us to offer a deeper and more integrated set of software engineering services for our commercial and government clients alike."

Indeed, along with other existing vendor relationships, being designated as a Microsoft Gold Partner allows CodeLynx to offer a wide range of reliable and cost-effective software solutions to clients of all sizes and industries. The Software Engineering division specializes in full life-cycle software development and uses Agile and Scrum methodologies, as well as professional project management to guide project engagements. The CodeLynx Team also provides software, audio visual, video surveillance, and electronic security integrations. To learn more, visit: www.codelynx.com

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NodeBots Day

A one day gathering for people to learn, create, and discover NodeBots. Come experience a full day of assembling, coding, and challenging your fellow attendees to a friendly battle or race of robots.

Learn more and register HERE.