Engineering first
Technology drives the decisions, not sales. We decline projects that have no path to technical excellence — there are enough of the ones that do.
We are a technical partner for ambitious brands — built to bridge the gap between enterprise complexity and startup agility.
Zaproo began in 2012 with a single brief: a Danish entrepreneur who needed a Magento storefront built properly, not billed by the hour. That is still how we work — as an extension of our clients' teams, not another vendor on the procurement list. Employee-owned from the start.
Twelve years later, we are a 100 % employee-owned engineering studio of fifteen — distributed across the world, with the core team in Estonia. We pick boring, well-documented technology that runs without us watching, and we say no to the projects we cannot deliver well.
The clients who stay with us for years do so because the alternative is paying someone else to relearn their system every quarter. The platform we build together compounds. That is what we are in it for.
From a single Magento brief out of Denmark to twelve retailers, six services, and a cloud we run ourselves.
Zaproo starts with a single Magento brief from a Danish founder — a storefront that had to be built right. Employee-owned from day one.
First headless storefront shipped. Vue Storefront on Magento 2 — early on the curve, before it had a name.
Close to twenty larger builds delivered. €100M+ of GMV running on the stack — and 24/7 ops keeping it up.
Six-service platform model. Fifteen specialists, worldwide. The same promise we wrote down twelve years ago.
Fifteen of us in total — across the world. In Estonia, the core team always answers and owns the work end to end.
Technology drives the decisions, not sales. We decline projects that have no path to technical excellence — there are enough of the ones that do.
No hidden fees, no black boxes, no proprietary lock-ins. Every architecture we build is one our clients fully own and can operate without us.
Every platform is designed to be viable for the next five to ten years. The retailers we work with stay because the alternative is paying someone else to relearn the system every quarter.
Culture is not a recruiting slide. These are the operating rules of an actual week.
Fewer meetings, more focus. The hard engineering problems do not get solved between Zoom calls — they get solved when we close the laptop tabs.
Weekly tech talks, personal development budgets, time set aside to dig into whatever the next decade of the stack looks like.
The best idea wins regardless of title. Feedback is the work, not a side effect of it. Junior engineers ship to production on day one.