Notes on engineering, entrepreneurship, and the ideas that occupy my thinking.
Every technical programme teaches you how to build things. Almost none of them teach you how to understand what's worth building — or why. After years working at the boundary between business stakeholders and engineering teams, this is the skill I'd invest in first.
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Firmware is unforgiving. There's no runtime exception handler, no framework to catch your mistakes. Here's what building a real telematics unit from bare metal taught me about writing code that has to work.
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Two-sided platforms have a cold-start problem that no amount of clean architecture solves. What Rent4Weeks has taught me about the non-technical decisions that determine whether a marketplace lives or dies.
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Everyone talks about the hardware layer or the application layer. Nobody talks about the MQTT broker, the binary packet decoder, and the normalization pipeline — where most of the real work actually happens.
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Every major applicant tracking system has its own API quirks, pagination bugs, and undocumented error codes. Here's what building adapters for nine of them taught me about reverse-engineering production systems.
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Six years of requirements elicitation, stakeholder management, and delivery governance gives you excellent instincts for building the right thing. It doesn't prepare you for building without a client or a budget.
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The BA sits between the people who know what they want and the people who build what they're told. Done well, it's the role that determines whether a project succeeds or fails before a single line of code is written.
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Request/response is intuitive. Pub/sub is powerful. Building MoveProtect forced me to understand the difference at a level that documentation alone never could — and it changed how I think about system design.
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Most requirements documents are written for sign-off, not for building. After years of writing specs that had to survive contact with real development teams, here's what separates useful from decorative.
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The old system worked. It just cost six figures a year in consulting fees to keep it running. Here's what the rebuild taught me about documentation, institutional knowledge, and why good systems rot quietly.
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Stakeholders rarely arrive with clear requirements. They arrive with frustrations, constraints, and a vague sense that something needs to change. Here's the process I use to turn that into something buildable.
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