When a software project starts dragging, I help bring it back to pace.

I primarily launch my own projects. And that's exactly why I know the moment when a good idea turns into an exhausted backlog. At that point, I help companies get the project back into the game.

I work on software project management, analysis, and development. Not through long slide decks, but through a clear process: what the problem is, what the priority is, who owns what, and what exactly "done" means. Once this is aligned, a project stops stalling and starts delivering.

With teams, I focus mainly on practical performance: planning, handovers, code review, and communication between business and engineering. The goal is not to "push harder," but to remove friction that burns capacity, and to increase development team performance without burnout.

Today I lead teams mainly in the area of AI (LLM). Not in general terms, but specifically: faster requirement analysis, better technical inputs, stronger documentation, smarter review, and a shorter path from idea to deployable feature.

If you're doing vibe-coding, I'll set up the rules so speed does not turn into chaos. Your team gets a framework that keeps both quality and pace: standards, ownership of changes, quality checkpoints, and priority-driven decision-making.

And outside work? Running, skiing, and golf. Three sports that remind me every week that the best results come from strategy, discipline, and the ability to recover your pace after a mistake.