Strategy and governance
Roadmap, prioritized portfolio, cost and contract control. Deciding where the money goes and what to stop doing is half the work.
- OKR / KPI
- COBIT
- ITIL
- PMO
Technology strategy / IT governance / Enterprise architecture
Twenty-eight years of work took me through five very different industries, and alongside them through ventures of my own. That mix is my advantage: problems repeat themselves under a different vocabulary, and having seen the same pattern in several contexts makes it quick to decide what to build, what to buy and — above all — what not to do.
My work starts in the conversation with the business and ends in something that can be operated, measured and sustained. Everything else is expensive noise.
Roadmap, prioritized portfolio, cost and contract control. Deciding where the money goes and what to stop doing is half the work.
Integration, microservices and legacy modernization towards hybrid models. Architecture is a business decision, not a diagram.
Coming from banking leaves you with a discipline: think first about what happens when it fails. Cybersecurity, continuity and compliance built into the design.
From the report to the data product, and from the AI demo to the agent running in production. Automation where the return is clear, not where it looks good in a presentation.
Every industry teaches something the others don't: banking teaches risk, automotive teaches volume, consulting teaches you to read someone else's business in a matter of weeks. Add to that my own ventures, where both the decision and the invoice are mine. What I bring to the table is that sum.
Digital transformation.
Entrepreneur and business owner. Ventures of my own that force you to look at technology from the other side of the desk.
A regulated sector where availability, risk and supervision shape every technology decision.
A volume industry with high-value inventory and a sales network that depends on up-to-date information.
The craft of stepping into someone else's business, understanding it fast and leaving a solution running.
Document-driven processes and strict confidentiality: where a system is worth the process it puts in order.
AI as a headline doesn't interest me. What interests me is where it moves the needle: how software gets built, how the organization defends itself, how decisions get made at the top, and which processes an agent can carry without constant supervision.
Copilots and agents inside the delivery cycle: generation, review and testing. Speed moves the bottleneck somewhere else, and the process has to be redesigned around that.
Assisted detection, behavioral analysis and automated response. And on the other side, the risk AI itself introduces: data leakage, prompt manipulation and models nobody is controlling.
Models applied to decisions: demand, risk, pricing, customer behavior. AI as an input to the leadership conversation, not as a demo for the committee.
Projects in production, not pilots: agents built into real processes, with an owner, a metric, traceability and a clear way to switch them off when they get it wrong.
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Ten current categories, with new entries every day. Automated publication from real sources, plus my own notes when the subject deserves them.
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Read →If you work in technology and want to exchange experiences — architecture, IT governance, banking, industry, applied AI or whatever you have on your hands right now — open the chat and write to me. You can send text, images or documents.
An open conversation to share knowledge. Messages reach my console and I reply from there.
Pick the day and time that work for you. Thirty minutes, no sales pitch.
For a video call, just ask for one here and I'll send you the session link.