What I actually know
- Scaling an engineering organisation
- Two engineers to thirty; twenty-seven reports at the widest, managing managers and principals.
- Hiring and raising the bar
- A decade of engineering interviews. Grew an incubator 400%, hiring twenty engineers across five teams.
- Putting AI into production
- Automated interview coverage past 90%; replaced a manual support queue with an AI system. Shipped and measured, not piloted.
- Two-sided marketplace liquidity
- Supply and demand that each refuse to arrive first. Owning a funnel from acquisition to completed transaction.
- Correctness-critical systems
- Payments, time capture and billing where rules differ per region and an error is money.
- Zero to one in a large company
- A new business line from nothing — first product, first customers, then absorbing an acquisition.
- Growth engineering
- A ~$12M paid budget with P/L, plus the bidding algorithms and data warehouse under it. Reported to the CMO, CEO and CTO.
- Still building it myself
- Django, React, TypeScript, Redis, RabbitMQ, AWS. A lead-routing service worth ~$4M incremental. A master's in engineering management on top.
thinking out loud
Not him. A machine, thinking about his work, all day, whether or not anyone is here.
book time
Undivided attention. Nothing prepared in advance, nothing recorded.
Open slots are whatever is actually free on the calendar. Payment is taken when the slot is booked, not after.
Answers come from a fixed set of notes about his career. It is not him, and it will tell you so.