Hi! We are MABOR

We provide exclusive export solutions for clients worldwide.

MABOR is export and management consulting company. We complement our tailored, integrated expertise with a vibrant ecosystem of digital innovators to deliver better, faster and more enduring outcomes.  

The pandemic, wars, and severe storms are just a few of the disruptions recently churning markets. Today the entire world appreciates the value of resilient and sustainable exports But it’s nothing new for our firm. We’ve been helping clients achieve these virtues for a decade.

We combine proprietary capabilities, deep domain expertise, and a rich database of your industry’s key performance indicators to create highly effective and customized solutions.

est.

2012

A decade of expertise

100

+

Successful cases

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High level of competence

Our experience will help you to grow faster

We provide the right mix of planning, technical expertise, specialized tools and ongoing engagement to bridge the gap between strategy and design, and ensure that your exports reaches its full, unconstrained potential.

Outsourcing
3 years
Export consulting
5 years
Digital Marketing
7 years
Market research and studies
10 years
Consulting
12 years

Guaranteed results

We opened our doors on the principle that clients should get results—not just reports—from their consultants.

International experience

Our international expertise uniquely positions us to view the “Big Picture” providing your company ownership and leadership with a comprehensive understanding of the industry.

Perfect implementation

We combine bold thinking with a practical approach that focuses on getting the job done, turning decisions into action and delivering results

Our services that growth you faster

Business Intelligence

Market research

Digital Transformation & Business optimization

Business Diagnostics

Export development

Digital marketing

Get in touch! We are looking forward to start a new project.

Contact us now

Our fundamental principles

Every client is different, as is every product and project. Therefore, in order to address the needs of each client, our approach should be adaptive based on several factors or likely areas of need:

  • Roles and Responsibilities
  • Project Setup and Modeling
  • Understanding the Business Case
  • Tools and Processes 

Roles and Responsibilities

At stable|kernel, we begin by staffing your project with the appropriate amount of developers, designers and a project manager, designating a technical lead for each platform and a design lead if your project calls for more than one designer. This is the first step towards creating the specific product team needed to deliver a high-quality application that delivers on the needed business value.

We look at how other project roles might be filled on the client side. We ask ourselves: Is there a designated, experienced product owner? Is there a Dev Ops or IT Ops team that we should coordinate with? Will we be working with a marketing or brand advisor? By asking these types of questions, we can determine where our team might need to adapt to fill in those areas of need while also considering the best approach to educating our client along the way.

Project Setup and Modeling

Traditional, regimented project management and sometimes even scrum, can actually create barriers by resisting the need to adapt to unique project or client requirements, challenges, values and discoveries/validations that happen along the way. The first two weeks of every project are critical to the long-term success of a project, which is why we like to spend this time establishing and testing with clients, the tooling and process workflows that will be the backbone of the project.

Understanding the Business Case

Great consultants know that there’s a gold mine of context to be found in working closely with clients, which is why we’ll be using the project setup and kick off time period to gain as much insight and understanding of the business you want to build or support. We neither assume nor propose that we are experts in a client’s business or industry. However, our adaptivity as problem solvers makes us unique and valuable to our clients and their products. In the case of startups venturing into new or unknown territory, we love the adventure of Discovery, which focuses on understanding the business case/problem to solve, identifying risks and unknowns and uncovering user and feature assumptions to validate. We take what we learn and use that to create a living product and project roadmap. 

Tools and Processes

How we work efficiently and effectively together is often determined by the framework of tools and processes we establish for each project. We’re ready and willing to recommend a suite of project tools that address common areas of need on a project, but we’re also open to considering alternatives or adopting your tools if it’s critical to a successful collaboration. What we like about the tools that we use, such as Pivotal Tracker, Slack and Active Collab, is that they’re flexible. There isn’t one set way to use them, which again adds to our ability to be adaptive to a client’s and project’s needs. Sometimes even sharing documentation can be tricky due to a client’s company privacy restrictions, so we’re prepared to consider what tools and processes meet privacy requirements without creating unnecessary bottlenecks in collaboration.

Empathy is important not only in understanding a client’s product but also in understanding the PEOPLE we’re working with and the problem we’re trying to help them solve. The 3 paths to understanding our clients and their product are as follows:

  • Empathize with the client
  • Empathize with the user or customer
  • Uncover: what does success look like?

Empathize with the client

Empathy means we take the time and forethought to consider how the client got here and we ask the following questions:

  • What motivates the need for the application we’re being asked to help build?
  • Does the business need to improve an existing customer experience or create an entirely new one?
  • What attempts have been made to solve this problem? What worked and what didn’t?
  • How are these problems making it harder for the business to succeed?
  • What does this application mean to you, your team, your company?

Empathize with the user or customer

An empathetic approach means we consider not only how a user or customer should feel when the app solves their problem, but also how they were feeling before the app was there to help. During Discovery and project setup, we seek to learn more about the market the users exist in, as well as uncover who the users are and might be. We ask the following questions:

How might using this application factor into someone’s day or week?
What does the rest of that daily or weekly journey look like for that user?
How do problems manifest for different users or customer personas?
How long have these problems existed?
How might each user persona vary in acquisition, usage patterns, retention, attrition?
What barriers or realities does the client/business face in introducing this app to their customers or users?
As with clients, empathizing with the user is a continuous, evolving practice, and stable|kernel loves to take advantage of any opportunity to test ongoing development and design with current and potential users. This might be the single, most important factor to validating the product’s value and usability for market release.

Uncover: What does success look like?

Empathy doesn’t have to be just the warm and fuzzy stuff. It means we understand what success looks like internally. In order to determine internal success, we ask ourselves: How many different departments’ own goals depend on the delivery of the product? When it comes to stakeholders, we want to know who cares about this project and why? How are they accountable to the business objectives that the product needs to address?

Communicating and demonstrating progress to project and company stakeholders is important when bringing in a consulting team to work on a critical project. We can help provide high-level project documentation, attend status calls with stakeholders and even conduct ongoing product demos so stakeholders can see progress firsthand. Linking the context of what internal success looks like to the success of the product in market strengthens that partnership bond and ultimately leads to the creation of a successful product.

We don’t believe in working in a vacuum. Our clients are our partners and in order to deliver the product your business needs, we want to work closely with our clients in a truly collaborative manner. Our collaborative approach aims to be the following:

  • Accessible
  • Transparent
  • Communicative
  • Mutual Expectations

Accessible

We work with our clients to establish the right schedule for collaborative activities such as stand-ups, sprint planning meetings, build demos, design reviews and presentations to leadership. Our tools and processes ensure multiple points of access to our teams and establish a rhythm for meetings, checkpoints and deliveries, meaning accessibility is consistent. Accessibility also means that our clients work with the entire project team, not just the project manager. Our engineers work closely with client engineers, designers with marketing or branding, project managers…well, they’ll be working with everyone! Our goal is to work with collaborative fluidity, not in a vacuum or through a bottleneck.

Transparent

We believe in transparency, accessibility and collaboration not just because it’s the ethical way to approach a consultant/client relationship, but because it’s critical to the success of the project and helping the client make informed, balanced and responsible decisions regarding their product, project and business. Clients should never feel as though they’re in the dark or caught off guard. This is why we ask for the dedicated use of project tools, which in turn gives the client a view of who’s working on what and where we are regarding progress. Very often, we have multiple potential approaches to developing and designing features and those options may have different impact points to timeline, budget and scope. As we flesh out the project roadmap, feature specs, user stories and designs, we present this information along with an explanation behind our suggested direction. Our transparency and expertise empower clients to confidently own the product’s direction.

Communication

In hand with our adaptability and agility, we strive to find the communication management strategy that best serves the project. We start by communicating consistently and often (you might even consider it over-communicating). We take every stand-up, planning meeting and demo as an opportunity to communicate what’s going on in a project, especially when there’s progress. Conducting regular planning and status meetings also provides running opportunities to discuss potential risks, mitigation strategies and alternate approaches to feature development and design.

Mutual expectations

These principles of collaboration also apply to our clients and establish the mutual expectations that guide each and every project. We expect clients to show up and make decisions. We need them to put in the time to talk through solutions, business context, to follow the processes we establish together and consistently use project tools to keep things moving forward.

We rely on clients to direct the priorities for product development and design every day of the project. Additionally, client acceptance of ongoing delivery ensures that we’re on the right track towards those outcomes for success.

If your company has previous experience with or has shopped the market for a consulting partner, you may already be drawing a distinction between stable|kernel’s consulting principles and those you discern from other consultancies. Critical to delivering on these previously described consulting principles is a focus on diligence and that diligence is embodied in the following:

  • Hard work
  • Learn and share
  • Make no sacrifices on quality

Hard work

We believe developers and designers who work hard, care about what they are working on and continually improve their skills can create amazing things. stable|kernel provides a foundation for inquisitive talent. That foundation is critical to the work delivered on a client project. We seek out edge cases, technical challenges and red flags with fervor. App development is like chess: you must think several moves ahead. We want your product roadmap to be steps ahead at all times. Spend a day in our office and you’ll see developers and designers not only collaborating but also challenging each other to raise the bar every day. Hard work isn’t about moving towards burn-out; it’s about looking for the difficult problems and investing in solving them each and every time.

Learn and share

Several internal practices and processes that focus on sharing knowledge, skills and lessons learned not only from previous projects and our collective consulting experience but also throughout the current project, are inherent benefits to every project. Every project is another opportunity to take what we learn and service that back into future projects. Some of these internal practices and processes are:

  • In Agile Product Management with Scrum, Roman Pichler references a German proverb in summarizing retrospectives: Selbsterkenntnis ist der erste Schritt zur Besserung, which means “Reflection is the first step toward improvement.”  Retrospectives provide a product team with an opportunity to discuss how they’re working separately and as a unit, as well as remediate on what’s contributing to the success of the project and what needs to change. In short, retrospectives encourage continuous improvement throughout the project and stable|kernel conducts retrospectives regularly, with the internal team and with clients throughout each project and at the project’s end. Retrospective findings are documented and distributed to all parties and final retrospective findings are included in an overall Project Summary for clients.
  • Project Summaries document several important components of every project we take on, including, as mentioned above, retrospective findings, but also technical and UX discoveries that might inform on future projects. We make sure clients understand the ins and outs of 3rd party integrations, libraries and design standards of their product, which can be critical to the longevity and growth of the product.
  • At stable|kernel, we have a key professional development component called Lunch and Learn. While it’s an internal, dedicated forum for sharing technical and UX discoveries, lessons from exploratory projects, conference learnings and ongoing consulting skills development, our clients see direct benefits every day from our Lunch and Learns.

Make no sacrifices on quality

We are innovators, creators and problem solvers. We apply forward-thinking expertise to deliver creative design solutions and solid development. Our unique approach allows us to deliver on time without sacrificing quality. Many consultancies kickoff their client engagements by promising quick and cheap delivery. stable|kernel is different. We promise timely, high-quality delivery and we take no shortcuts that would sacrifice a product’s performance, maintainability or user experience. Sacrifices on quality should never be an option when we’re adaptive, empathetic, collaborative and diligent.