QA specialists.
Not generalists.

No — and we are well-placed to say so, since we have been using it in delivery for two years. AI writes a first draft of test cases, maintains selectors, sorts failures, and performs bulk comparisons. It decides nothing: what deserves to be tested, what an anomaly costs, and whether a release goes to production remain matters of judgment. What has changed is the volume a consultant covers in a day.

Four areas, in order of profitability: generating test cases from specifications or a brief; fixing scripts when the UI changes; tripping a failed execution so a human reads twenty results rather than six hundred; and bulk comparison—756 items from a map reviewed and cross-checked across 34 points of sale, in one minute. The rest remains cheaper by hand.

No, and that is often the first thing we say. Automation is justified for what is repetitive: critical paths, recurring campaigns, non-regression. The rest costs more to maintain than it brings in. Our goal is to relieve your functional experts of repetitive and unrewarding tasks, so they can spend their time on analysis and decision-making.

BDD is not a testing tool, it is a language contract. Writing in Given / When / Then forces the business and technical teams to agree on the expected behavior before a single line of code is written. It pays off when the business actually reads and challenges the scenarios. When no one outside the testing team ever opens them, you are paying for an extra layer for nothing — and we will tell you so.

Not the week before the release, which is nevertheless when people call us. A load test launched too late tells you that it breaks, not what to change — the architecture is already locked in. You need an initial test early on the two or three paths that carry the traffic, and then keep it in the pipeline. JMeter, Gatling, Neoload: the tool matters much less than the moment you run it.

ISTQB provides a common vocabulary—when a client mentions severity, criticality, or non-regression, everyone understands the same thing. On a project with multiple people, that’s invaluable, and that’s why 100 % of our consultants have it. It doesn’t indicate whether someone knows how to automate a kiosk workflow or read a database. We verify those skills in other ways, and you can see that for yourself in the competency profiles.

We’ll adapt to your way of working. In an agile squad, QA is part of the team, and the “definition of done” includes testing—there’s no separate acceptance testing phase at the end. In SAFe, we align with PI planning and shared non-regression testing. In the V-model, we return to a traditional test plan. The real change in recent years isn’t the framework; it’s that testing has moved further upstream: the earlier a defect is found, the less it costs.

The first automated cycle already provides a metric: execution time compared to the manual process, and defects found before production rather than after. For an existing fleet of restaurants, the first automated scan of 27 restaurants took one minute and identified four unsellable items, a discount printed under three different descriptions, and fifteen items with incorrect menu prices.

Because for 27 years, TTC has done one thing: software quality. We are not generalists who also happen to place testers—QA is our entire business. Specifically, the person who sells you the project has actually done one, and you are not the training ground for a junior placed on a rate card.

All three can work. But without a truly qualified resource right from the start, you will miss out on the expected benefits — a poorly set up automation framework in the first month gets thrown out by the sixth. A serious IT services firm means long-term support and access to more comprehensive solutions that an isolated consultant cannot deliver alone.

Open source has the advantage in standard environments, even if it requires more effort to implement. The ideal is often found halfway—Playwright, developed by Microsoft, is free and truly solid. We work with your tools first, and only bring in ours when they cover what yours do not.

The transfer is part of the process, not the final week. Your teams are trained along the way, the solutions put in place remain yours, and the exit is planned from the very first phase. An assignment that cannot be handed over is a poorly managed assignment.