Work here means what I built, how I lead, what I learned by doing it, and what I am testing. Professional and independent sit together on purpose, and each piece shows whatever it can: a loop, a number, a refusal, an opinion.
Two agent lanes, eight roles and seventeen blocking checks — and the four times my guardrails turned out to be documentation rather than enforcement.
A working theory, seven weeks in. The product is not public; the architecture is.
How I hand work to agents outside a codebase: a short document with the decision already made, the copy already written, and the accuracy rules that stop the mistakes I can predict.
Eight defined roles, a written backlog, and seventeen checks that reject work breaking the architecture. Most of what I've learned is about the guardrails, not the prompts.
An independent consumer product, where most of the design work went into what it refuses to do rather than what it offers.
Not public until it launches. The design principles are the part I can show.
An autonomous SDLC orchestrator: take a GitHub issue, interrogate it, plan it, and open a tested pull request — with human approval kept explicit.
The code is private for now; the loop is exactly what it runs.
If a thing only works because I am in the room, it isn’t working — it’s being carried.
Process as the tool, guardrails instead of reminders, AI to raise the ceiling — and the part of the job that is still entirely about people.
Systems that decide which touchpoint gets credit for an outcome — under uncertainty, with incomplete data, and participants who benefit from the answer.
A system that mis-assigns credit returns a perfectly well-formed answer. There is no exception, no alert, no crash — just a number that is quietly incorrect.
The systems belong to my employer, so this stays at the level of the problem.
The company's first hackathon in about a decade, organised end to end: thirty-five colleagues, nine projects, two days in Berlin. Leadership that does not run along the reporting lines.