• A 5-Step Roadmap for Your Web Development Project

    by Primus Poppiti | Jan 30, 2019

    a 5-step roadmap for your web development project

    So you’re about to start a project to build a new website. And by website I really mean any digital property, such as an ecommerce site, intranet, mobile app, etc. Where do you start? Everyone usually wants to jump in the water and start building right away. But, build what? And why? These are critical questions that will help you compile a roadmap for your project. Roadmaps begin with fundamental high-level business objectives and end with a clear path for development. Below are the five steps to use to build that roadmap for your web development project. 

    1. Document Your Business Objectives

    Treat your business objectives as your bible for the project. These should be high-level, project business objectives, i.e., the business reasons for the project, which should come from the primary sponsor of the project and the various stakeholders and can be distilled from interview sessions at the very start of the project. These objectives should be written in business vernacular, so that anyone in the organization can understand their meaning. Normally, you should have between three to seven objectives for any given project. Once the objectives are defined and approved by the sponsor and stakeholders, every aspect of the project should be tied back to the overall objectives. Each Functional Requirement (see step 2) should connect to one or more objectives. This is a good test of the requirements: if it doesn’t meet an objective, it should not be a Functional Requirement. The rest of the project will flow from them, from UX and creative through development and test cases. You should also be able to determine your Key Performance Indicator (KPI) from the objectives. These also should be directly tied to one or more objectives. Your KPI should be used to determine your measurements for success of each objective. Therefore your success is based on your objectives.

    2. Document All Your Functional Requirements

    The next step is to document all your high-level functional requirements—the “WHAT” your project needs to do. They usually are written with the opening phase of “The system shall” or “The website shall." Similar to writing the objectives, functional requirements should be high-level and in business vernacular, so that everyone working on the project understands their meaning. Requirements should be succinct—don’t make them about more than one thing.

    Requirements are not the “HOW” something will be implemented. Those details should be left to design and architecture discussions. But, sometimes for practical explanation, a note of “how” can accompany the requirements (but not be part of the requirements).

    As noted above, all functional requirements should support a business objective. Now, that’s a nice little bow around this project.

    3. Prioritize and Add Additional Data Elements

    Now that all the Functional Requirements are defined, it’s time to add more data to them. Since there can be hundreds of requirements, this is a good point in time to categorize them. For example, if you are building an ecommerce system, you might use categories like product display, product recommendations, cart functions, checkout process, etc.

    The next vital piece of information is the prioritization of the requirements, which should be set by the business team and approved by the project sponsor. Use simple priorities like high, medium, and low, where “High” is a must have. Use this scale: “High” requirements are critical to the business activities; “Medium” requirements are important but not a business critical function; and “Low” requirements are “nice to haves.” This is a tedious but necessary step that can cause a lot of discussion and dissent among the business team. Provide an outlet for rationale of these comments.

    Optionally, a good piece of information is a high-level of estimated effort. This is somewhat contradictory, since we haven’t determined “HOW” we will accomplish the requirement. But it’s good for the business stakeholders to get a sense of the complexity of the requirements. If you want to add this information, at this point, use a very general estimation scale such as T-shirt sizes (X-Small, Small, Medium, Large and Extra-Large) or the Fibonacci sequence (1, 2, 3, 5, 8, 13 and 21).

    4. Determine the Minimal Viable Product (MVP)

    In this step, the work you have completed to date starts to come together in a roadmap, which will have multiple releases. The first release in the roadmap is the Minimal Viable Product (MVP). The MVP will usually consist of the “High” priority items identified in step 3. But, due to some of the complexities of requirements, some may be removed from the MVP. Contrarily, requirements of “Medium” or “Low” may be added to the MVP if they are less complex or easier effort (low hanging fruit) requirements. This provides some quick “win” within the MVP. This process of determining the MVP should be a team effort but approved by the project sponsor. The requirements that do not make it into the MVP will be placed into other releases of the roadmap.

    5. Build Releases in the Roadmap

    Now that you have determined the MVP, this will be the first release of the roadmap. Now review the remaining requirements. Naturally, “Medium” priority requirements should be in the next release(s). This release(s) should also include the “High” priority, more complex requirements that were removed from the MVP. You may add some “Low” priority requirements that have dependencies in these releases. The final release should include any remaining “Low” priority requirements.

    There you have it: a functional roadmap for your business project. Now that wasn’t so hard, was it? If you’d like to discuss this in more detail and see how we can assist you, contact us at Trellist.

  • Virtual Reality as a Live Event Marketing Tool

    by Primus Poppiti | Jun 13, 2018

    Virtual reality. The very phrase probably conjures up images of a futuristic, computer-driven landscape  you might see in your favorite sci-fi movie. It’s less likely that you’d associate the next-gen tech with a disconcertingly  up close, flea’s-eye view of carpet piles in your virtual living room. But that’s exactly what we built for a client who wanted to make an impact at an industry trade show The result? A booth packed all day with visitors itching for a chance to immerse themselves in the experience.

    Trade shows are a tough racket. So many factors can make or break your success. But for one leading animal health care company, creating a virtual reality experience was the differentiator they needed. Here’s how we did it.

    Trellist example of virtual reality as an event marketing toolThe VR “Wow” Factor That Packed the Booth

    When the client approached us with the idea of a VR experience at their upcoming trade show, the requirement seemed nearly impossible. They needed a deliverable that was high-tech and impressive, while also inexpensive to implement and reusable.

    The client manufactures and distributes products and services intended to treat pathologies common in “companion animals”—yes, that’s right, fleas. They needed to make an impression with veterinary professionals and suppliers at one of the biggest industry conferences for learning and networking. The stakes were big, and the competition was steep.

    To help them stand out, we built a VR experience that begins with the conference attendee donning a pair of Google Cardboard (googles) and headphones, which were hooked to a smartphones loaded with the VR app.  By clicking on the top of the Cardboard, the experience is underway.  The attendee finds themself standing in a virtual living room as gentle music plays.The furniture looks comfy enough to sit on and the fireplace crackles with the sounds of a roaring fire.  A barking sound behind them as causes an instinctive reaction of turning their heads to find a dog playing with a ball, trying to get their attention.  Suddenly, the music changes to sinister, as the attendee being to shrink and descend down into the carpet, à la Honey, I Shrunk the Kids.

    The carpet is teeming with flea eggs and larvae from the homeowner’s favorite furry friend. It’s the gross-out factor that drives home just how damaging these pests can be, and helps the attendees understand the value of the client’s product. After all, who wants their family rolling around on at a carpet overflowing with flea larva?

    The experience ends with the viewer zooming back out of the carpet to see the client’s key branding messages.

    The tradeshow was so successful that the client took the VR experience on the road, bringing it directly to veterinary offices around the nation.   The Google Cardboard was branded with their logo, which made for a sweet swag. 

    Methodology and Process

    To create this VR experience that helped our client exceed their marketing goals at this tradeshow, our methodology included:

    • Storyboarding and Estimation: We defined the storyline of the virtual experience in order to finalize the cost estimate. This included concept development, storyboard development, requirements documentation, solution architecture, and pricing and timeline development.
    • UX and Design: We created the visual elements of the script including scenes, images, interaction, and sound in order to develop a working 360-degree virtual reality prototype. This step included direction and blocking; copy and script development; imagery, music and object selection; prototyping and shooting; and creation of a deployment plan.
    • Development and Implementation: We built the final app needed to deploy to the smartphone and to YouTube (which can play 360 and use Google Cardboard), so the user could download the VR app from the app stores or play on YouTube. This involved post-production and editing, mobile app development, quality assurance, user acceptance testing, storefront preparation, and deployment.

    VR is one way to stand out from the crowd at a trade show, but your goal should always remain at the forefront of your priorities-- not just the technology we use to help you reach it. If you’d like to explore an innovative approach to your next trade show, contact us at

  • 8 Web Recommendations for GDPR

    by Primus Poppiti | May 24, 2018
    8 Web Recommendations for GDPR

    For many organizations, the ticking of the countdown clock for General Data Protection Regulation (GDPR) compliance is growing louder as the May 25th deadline approaches. While many of the world’s largest brands have made huge strides toward compliance, most businesses still have significant progress to make. In fact, a recent survey shows that up to 60 percent of companies will likely miss the deadline.

    Unfortunately, the consequences of this could be catastrophic: fines up to €20 million or 4 percent of a business’ global annual revenue, whichever is greater. 

    At Trellist, we’re recommending that organizations start their compliance efforts by creating a data privacy team lead by a data privacy officer (DPO) to oversee GDPR activities and raise awareness; if you do not already have this in place, do it fast. The DPO should review current security and privacy processes in place and, where applicable, revise contracts with third parties and customers to meet the requirements of the GDPR. They should also focus on these eight key areas of compliance that affects web properties. 


    The Eight Areas of GDPR Compliance for Your Website

    The first steps of a complex journey are sometimes the most difficult, and GDPR compliance is no different. Follow these guidelines to help your business fulfill all the requirements: 

    • Step 1: Active Consent. Provide a website overlay that ‘follows’ the user on every page of the website until accepted. Provide an active consent on the overlay and keep that consent for 45 days to 1 year; when the consent expires, the overlay should appear again.
    • Step 2: Clear Cookie Language. Provide a link to the cookie policy that has user friendly language. Develop a separate cookie policy page since the privacy policy could contain legalese. Explain the types of non-essential cookies that you use for ads and tracking, how you use that information, and if that information is shared with third parties.
    • Step 3: Refine Your Data Collection Process. Identify the Personally Identifiable Information (PII)/Personal Data that is being collected and analyze how this information is being processed, stored, retained, and deleted. You will also need to assess the processes with third-party vendors with whom you disclose data.
    • Step 4: Provide an Easy Way to Opt Out. The opt-out process should be simple for users. You can streamline their ability to opt out from non-essential cookies by categorizing types of cookies and providing an opt-in/opt-out mechanism for each.
    •  Step 5: Meet User Requests for Information and Changes. Establish procedures to respond to users when they exercise their rights to request information. Provide a clear way for users to contact you to request information collected, a mechanism for users to provide changes to their information, and have an internal process to correct their information in all locations.
    • Step 6: Communicate a Data Breach. Consider a Dark Site for crisis communication in the event of a data breach; you can make the Dark Site live if and when needed. If a breach/unauthorized access of personal data takes place that is likely to “result in a risk for the rights and freedoms of individuals,” the public must be notified within 72 hours of becoming aware of the breach.
    • Step 7: Communicate Changes. Consider proactive communication to customers to explain how your company is addressing privacy. This can be as simple as emailing customers to explain the new changes.
    • Step 8: Require Parental Consent for Children's Websites. Any website or industry that could cater to children under 16 years old will need to have child-friendly language and require parental consent.  If you do not cater to children, you may need to adjust your privacy policy to move your age of consent from 13 (as afforded under the U.S. Children’s Online Privacy Protection Act (COPPA)) to 16 under GDPR.

    We’ve helped organizations large and small with their GDPR compliance roadmap. Let us help you figure out your next steps:

    Disclaimer: Trellist does not legally represent our clients and we are not providing legal advice. The information conveyed through these recommendations is not intended to give legal advice, but instead communicate information to help you understand the basics of the topic.

  • Why Migrating to the Cloud Improves Website Performance

    by Nick Cohen and Primus Poppiti | Nov 17, 2017

    For many organizations, the benefits of migrating all or part of their infrastructure to the cloud is no longer in doubt. The looming questions, however, center around how and when to do it, and exactly what should be moved to the cloud or remain on-premises. Done right, you’ll reap the performance enhancements and cost-cutting that the cloud promises; done wrong, and your migration will break key parts of your infrastructure and bring the business to a screeching halt.

    As a best practice, your migration strategy should include the following components:

    • A plan to assess your current performance and requirements, step-by-step details for the actual cloud migration, and a way to manage and optimize once you’re there.
    • A method for capturing the data for the apps you want to move before building your plan.
    • Deep analysis of that data to ensure that your performance meets requirements—which will make the migration seamless for your customers.

    At Trellist, we see many organizations consider a move to the cloud for their website or ecommerce site at two key points in their history:

    1. When it’s time for license renewals.
    2. During a brand refresh or brand rollout.

    Both milestones are good opportunities to reassess and consider migration. Since the cloud allows you to scale up and scale down your available resources to meet your performance needs in real-time, it’s a better option than incurring a fixed cost of a new license for systems you may not need—plus the maintenance and security issues of maintaining your site on-premises. If your brand is undergoing a refresh or rollout, it’s also a smart option since the cloud can help you provide a better customer experience and customer service.

    The Cloud Gives Marketers More Control

    The right solution can be transformative to your business. As both Microsoft—and—Sitefinity certified partners, the team at Trellist is helping marketers navigate the intersection of marketing and technology to find the right platforms for their brand, without being bogged down by the minutiae that often create a roadblock to successful migration.

    We’ve seen marketing teams use the cloud to unlock their workflow. There are new waves and versions of content management systems (CMS), empowered by the cloud, that essentially eradicate internal workflow processing bottlenecks—even for globally-distributed teams. By moving this workflow from an on-premises environment to the cloud, it reduces traffic internally. It can still be done with a single sign-on, so it looks like your environment and implements the same security protocols. This makes it easy for your team to use the CMS to do everything a marketer needs to do to support an ecommerce website—from managing content and tracking traffic to analyzing performance and shaping the customer journey.

    cloud migration optimizing performance and marketing for eCommerce

    Migrating to the Cloud in Action: Two Examples

    At Trellist, we help organizations move to the cloud to support a variety of business goals. The following two examples may help you envision your own cloud migration and how it can help you reach your objectives faster and more cost-efficiently:

    Trellist has been the prime developer for an international swimsuit company, increasing online revenue over the last 5 years by over 400%. As their online revenue grew, there was increased demand on their internal infrastructure, where they hosted both enterprise systems and the ecommerce website. We helped to stand up a new cloud environment and successfully migrated the ecommerce website and its processes to this scalable environment. We established a secure and seamless method of data transfer between the ecommerce website and the enterprise systems, which are still hosted on premise. Moving customer-facing applications, like their ecommerce system, provided a scalable model without additional need for internal IT resources while reducing infrastructure costs.

    Trellist is also the prime designer and developer for a new corporate website and ecommerce site for an international aerospace parts and chemical compounds distributor. The new websites will be hosted in a cloud environment to reduce costs and gain scalability as the websites grow. We helped to build a new cloud environment for the new websites, scalable to the business’ demands. We also set up and configured all Sitefinity website content management software and deployed the new website into this environment. Together both the cloud environment and Sitefinity provides a seamless experience for their internal, international marketing team to make updates to the website and market to their end customer.

    Is a Migration to the Cloud in Your Future?

    The most effective cloud migration will be the one that meets the specific needs of your organization. The beauty and promise of the cloud is its scalability, always-on availability, better security, and streamlined workflows for your team. If you’re at one of those key inflection points in your organizational history—either a license renewal or brand rollout—it may be time to consider migrating your websites or ecommerce sites to the cloud.

    The two use cases highlighted here are good examples of the benefits you can expect when working with Trellist for your cloud migration. Some of the benefits are inherent to the migration itself—such as better scalability and security, seamless content management for your team, and the reduced costs associated with no longer managing your resources on-premises. However, the real value will never be realized without the right migration strategy, implementation, and ongoing optimization.

    It’s like having a fast race car ready to tear around the track without someone who knows how to drive it. If you’re ready to move to the cloud, Trellist can help you realize its promise for better performance and an unparalleled customer experience at a lower total costs of ownership.

    To learn more about our approach, contact Nick and Primus

  • Innovating Loyalty Rewards with Wearable Tech

    by Primus Poppiti | Dec 21, 2015

    It was only a matter of time until the trendy wearable tech we use to monitor our daily activities started to impact our shopping carts. Just as Philosopher Alain de Lille is quoted as saying that, "one thousand roads lead men forever to Rome," so do one thousand Fitbits and Jawbones lead companies in the healthcare industry to better consumer insight data. In this case, though, the consumer is actually benefiting, and you can too. 

    I have been wearing a Fitbit since June 18, 2013 (because it knows) and it remembers how many steps I’ve taken every minute of every day since then, plus several consultations worth of physical data and vitals. All of this is considered Big Data. In 2012, the market for wearable technology reached $8.5 Billion and it is predicted by HIS Inc. that by 2019 over 230 Million devices will have sold, earning $32 Billion in revenue.  All of this wearable tech records a new cache of consumer information companies and researchers would love to get their hands on. That’s not a surprise, but what does surprise me is that my Pharmacy also wanted the details from my Fitbit.

    I’m a member of Walgreen’s loyalty card program, branded “Balance Rewards;” you need to be a member to get the “discounts” and points (free money). What separates this from typical loyalty programs is that Walgreens will give me points on my card for all the steps that my Fitbit records throughout the day.  The cache of data on my wrist can be converted to real cash in my pocket!

    Here's how it works

    It starts with giving Walgreens access to Fitbit. So, I login to my Walgreens account and through a Fitbit interface, the convenient API that exposes its data to Walgreens, I confirm my Fitbit credentials and voila! Walgreens gives me 250 points for signing up and each month downloads my steps from Fitbit and gives me 20 points per mile.

     Fitbit founder James Park noted previously in an interview that Fitbit users were walking an average of 6000 steps per day, which amounts to 3 miles, a potential 90 miles per month. At the going rate this would generate an active loyalty card member just under 2000 points in a given month. Every 5000 points is worth $5, redeemable for Walgreens purchases. Walgreens introduced Fitbit integration in June 2013 but didn’t stop there.  Walgreens now provides other points for daily weigh-ins and rewards tasks completed on other types of devices

    The Walgreens strategy

    Walgreens has produced a number of interfaces for Wearables, Mobile Apps, and other devices to collect your statistics. Currently, they have connections to 16 Mobile Apps on Android and Apple and 32 Devices in the Health and Lifestyle category. Users can link multiple devices to their accounts and earn respective rewards. They even award you “badges” similar to other health oriented Apps that give you bragging rights on Social Media, if you’re into that sort of thing. 

    Walgreens is currently the leader by Rx sales in national drug store chains. In terms of rewards programs that integrate with wearable tech, none of the other pharmaceutical chains have followed suite, but I suspect they will. There is too much value in this consumer data to pass up. These devices and Apps know an enormous amount about our personal health statistics, and consumers are willing to share that data for a price. But the story doesn’t stop there - someone else wants your data.

    The WebMD data triangle

    The popular website and self-proclaimed “Symptom Checker” WebMD has taken steps toward capturing your data too.  In June 2014 WebMD marked the launch of their App called “Healthy Target,” which provided an opportunity for customers to set goals where WebMD would provide information, inspiration, and motivation to achieve these goals. Simultaneously, WebMD announced its data integration with Fitbit and other personal health tracking devices. Over time, the number of integrations increased and the site now advertises that it has integrated into over 30 Apps including the iPhone’s Health Kit, a data exchange hub on the iPhone devices. Though primarily a heath research and publication company, WebMD now boasts as the largest health App on the market.

    Fast forward a year later. This August, Walgreens announced that it has partnered with WebMD. Via their App, Walgreens now integrates with WebMD’s Healthy Target, though Walgreens has rebranded the tool as “Digital Health Advisor, powered by WebMD.” The company has been aggressively advertising its new feature to its members, no doubt an attempt to promote the Walgreens App as the ‘one stop shop’ for health and fitness. Efforts like these are raising more questions about the future of wearable tech data and which companies are interested in analyzing, integrating, or even purchasing this information.

    A Big Deal for Big Data

    Big Data can be defined as the mixture of structured and unstructured data from multiple sources in enormous volume, too large to analyze with traditional tools. To add to the complexity, many of the data sets are interdisciplinary, having had the individual sources “married” together to show patterns or theoretically provide new insight. In the case of wearable tech and Walgreens, the data is being exchanged between companies, and the insight then used to provide a service. These transactions are not yet governed by any emerging standards, nor are the data sets themselves.

    Traditionally, researchers used self-reporting surveys, which were highly inaccurate, to record physiological data like calorie burn, daily activity, and sleep patterns. Wearable tech has revolutionized this process by removing the human element, reporting on precisely the correct data as it records throughout the day. For years, teaching and research hospitals and sites like WebMD have been utilizing existing survey data to perform predictive analysis and gaining consumer insights.  The wearable tech revolution has opened the proverbial flood gates, and for the first time unprecedented levels of accurate physiological data have become available.

    Consumer health Big Data is an untapped treasure trove for interested companies. If researchers began coupling the physiological data with other types of data like socioeconomic data or consumer healthcare statistics, they could quickly find themselves answering questions about the effects of lifestyles previously impossible. Questions like, “does sleep impact health or economic situation?” or, “How much should we be walking each day compared to the Fitbit’s 10,000 step default setting?” Similarly, insurance companies could leverage this kind of information to make controversial risk analysis decisions. Daily behavior combined with medical history, minding the legal barriers, would be invaluable for risk aversion.

    Take a moment to think about the scale of the sample size. If projections are correct and before the end of the decade the estimated 230 million devices find their way onto the wrists of consumers, Fitbit and consumer health tech companies could perform comparative analysis and discover health trends related to human lifestyle on a scale greater and over a series of time longer than any before.

    Knowing this, it feels a lot less like a bracelet glued to a pedometer with an electric prodder.  Shouldn’t I be getting more money for my data?

    Concluding thoughts

    Personally, wearing a Fitbit has changed my daily health decisions for the better. And, I admit, it has also made me a little compulsive. I check on my step count several times a day and I’m obsessed about being on the top of the chart with my Fitbit friends. My friends, family, and I compete each weekend in the “Weekend Warrior.” In rare cases this has required jumping on the treadmill at 10pm to assure I reach my daily goal. I won’t even go to the bathroom without it on, because that’s wasting steps! It has to be charged at all times, especially Friday night in preparation for the Weekend Warrior challenge. No excuses!

    The clear value here is that companies have found a way to engage my likeminded, consumer counterparts and turn our proactive engagement with health and lifestyle trends via wearable tech into an opportunity to save where we shop. Not only this, but the program adds tangible reward and a sense of achievement to personal goal setting. Walgreens is clearly a leader in the area where wearable tech meets rewards, their partnership with WebMD only increasing the value of the service they provide. The trend has now been set and it will be interesting to watch the next industries use and make sense of this big, big data.

  • 6 Considerations Before You Build A Mobile App

    by Primus Poppiti | Mar 20, 2015
    6 considerations before developing a mobile app

    It’s no secret that, after years of predictions, we have reached the era of mobile Internet. In 2014, comScore, a leader in digital big data, reported that more than half (52%) of digital media consumption is through mobile apps.

    That means that if your organization is forward-thinking, it’s very likely considering deploying a mobile app to better reach your customers. However, it’s important to stop for a moment and think strategically; building an app for the simple sake of building an app, can do more harm than good.

    With that in mind, here are five strategic considerations to think about before you launch that mobile app project:

    1. Know your customer.

      Customer profiling is a critical first step in this process. An organization must understand its audience before it starts to build something with them; after all, the point of an app is, at some level, to increase engagement with customers. You need to understand what they do on their smartphones. What are their media consumption habits and behaviors? Additionally, it’s important to know basic demographic information such as age, gender and geography. As you dig deeper, a picture of their lifestyle begins to emerge. This enables you to build the use case scenario for how they’re going to use your app.
    2. Know your device.

      There is a significant difference between mobile phones and tablets. A mobile phone is typically used for tactical tasks – the user is going to one or two screens, posting something to a social network, answering email or taking photos. Tablets are a more leisurely device, which allow the user to consume more content. And, of course, the introduction of so-called “phablets” (larger smartphone devices) has blended these two arenas. You need to consider what information you want to present to the audience, and therefore, the best device for displaying your content.
    3. Craft your features.

      A successful app is a mobile tool, not simply a reiteration of content that can be found elsewhere. The features on your app need to provide value to the user. It’s vitally important to consider the feature set that will work best for your users. We recommend doing some prototyping. Get real customers to start to test the app, use it and provide you feedback. There are a number of tools you can use to make this happen.
    4. Be interactive, and be short.

      Look at the features, and look at the time users are spending. Generally speaking, mobile apps need to be tactical in nature. Remember, this is not a book, and it’s not a movie. Part of the reason for this is bandwidth considerations, but more importantly, it is the bandwidth of the people you’re targeting, i.e., their attention span. You have to tailor app content to this reality.
    5. Allow for user customization.

      One size does not fit all. Different people consume information in different ways. The best apps provide users a lot of options to do things the way they want, when they want it. You have to acknowledge the consumer’s mindset, and allow them the opportunity to select the information they see and the rate at which they’re going to consume it. This is a matter of timing and volume.
    6. Make it human.

      People want to feel that the message is being directed to them. They enjoy that personal feeling, and they expect it on their devices. For instance, “I just did something, why didn’t the app say thank you?” If it was a person, the person would’ve said thank you. The app should speak to the user as if it’s a human. Your mother was right – being polite can help you win friends.
    Interested in learning more? Contact us at

Insights posts by: Primus Poppiti

Primus Poppiti

Primus has over 25 years of experience in Information Technology. He has guided digital development teams and managed vendors for clients ranging from small startup companies to large corporations. At Trellist, Primus develops technical strategies and delivers customer-oriented solutions that drive tangible results for our clients.