Notes on engineering, entrepreneurship, and the ideas that occupy my thinking.
We live in the golden age of output. Engineering teams can build faster than ever. Yet product failure rates remain staggering. Here's what's missing.
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The system once sent a customer an alert: Impact Detected. Their car hadn't moved. The accelerometer was accurate. The logic executed exactly as written. And the outcome was still wrong. Here's what building MoveProtect actually taught me.
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Building Rent4Weeks felt less like building software and more like writing a contract between two communities who have never met — and then making sure it is honoured, automatically, every time.
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The sensor is the beginning of the story. The dashboard is the end. Everything in between is where the story actually happens.
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Job boards are optimised to show you activity — more results, more scrolling. Not to show you the four postings out of four thousand that actually fit your life. So I stopped using them.
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Years of requirements elicitation and delivery governance give you excellent instincts for building the right thing. They don'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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I understood MQTT conceptually before I built with it. What I didn't understand — and couldn't, from reading — was how fundamentally different the mental model is once you're actually designing around it.
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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 don't arrive with requirements. They arrive with frustrations and a vague sense that something needs to change. The discovery process is about leading them from that uncertainty to something buildable — starting with different questions.
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