The Founding Story of Faradade

Faradade did not emerge from a linear or fully predesigned path. Its roots go back to the years when Ally Delshad Tehrani, at the beginning of his professional journey, entered the world of programming, web design, software projects, and direct market experience. At that time, the startup ecosystem was not yet understood in the way it is today, and many concepts that now seem self-evident—such as cloud-based software, online services, web-based panels, and digital agency models—were still new, and even unfamiliar, to the Iranian market.
The first serious experiences on this path involved small projects, student teams, attempts to build web-based software, and several important failures. One of the earliest projects was a system for online school management: a platform that enabled the management of grades, assignments, communication between parents and the school, and online access for students. From a technical perspective, the idea was ahead of its time, but the market was not yet ready for such a shift. That experience made it clear that having a good product is not enough. The right timing, a real understanding of customer needs, flexibility, negotiation, teamwork, and market readiness all play a decisive role in the success of a product.
After these experiences, the path gradually moved toward more practical and market-oriented projects. Freelance work, website design, building custom tools, and collaborating with graphic designers and programmers helped form an initial human network. This network later played an important role in Faradade’s growth. Later, working at a company active in the SMS industry created a deeper familiarity with SMS delivery infrastructure, web services, APIs, technical teams, support operations, and the real needs of businesses.
With a forward-looking mindset, we have made continuous improvement a fundamental principle of our work, and we strive to become one of the country’s leading technology companies in the field of digital solutions.
The main turning point came when an SMS management software was first developed as an independent project and then, after receiving a positive market response, evolved into a scalable product. The important idea was not merely to build an SMS panel, but to create a platform that allowed others to operate as independent agents under their own brands while using a centralized technical infrastructure. This model, later recognized through concepts such as white labeling and rebranding, enabled SMS services to expand through a broad network of representatives across different cities.
With the arrival of the key members who today form Faradade’s core team and board of directors, the company’s growth entered a new phase. What had initially begun with one product, a few customers, and a small team became more structured with the addition of key people, and its pace of growth increased exponentially. Within one year, the number of staff reached around 10 people. In the second year, the team grew to around 30 people, and by the third year, Faradade had become an organization with approximately 70 employees.
This rapid growth was not only a sign of success; it also brought serious challenges. Human resource management, customer support, financial structure, workspace, internal processes, coordination between teams, and maintaining service quality all became issues that could no longer be managed through a purely technical perspective. During this period, Faradade evolved from a small software team into a real organization—one that had to balance growth, quality, order, and sustainability.
After several years of rapid growth, Faradade gradually entered a phase of reassessment and purposeful downsizing. This decision was not a retreat, but an effort to build a healthier, more precise, and more sustainable structure. Instead of relying on numerical size, the company focused on team quality, internal alignment, clear processes, shared values, and a cohesive organizational culture.