A hands-on technology leader with nearly three decades in software. I've been the CTO who grew a company's revenue tenfold, the co-founder who ran a 15-person team, and the senior engineer who retires legacy platforms without stopping the business.
01Start from a business number: revenue, cost or risk.
02Turn it into a roadmap with clear priorities.
03Design the architecture and the team together.
04Ship in small, safe steps that never stop the business.
05Measure the result and feed it back into the goal.
Technology decisions start from a business number and end at one. Everything in between is a system I can explain, measure and hand over.
Different industries, same job: find what's slowing the business, design the system that removes it, and make it run without heroics.
I built a custom sales platform and an SEO-driven funnel with automated lead capture, then launched Sanfonada Brasil, an internal manufacturing venture for wooden accordion doors. I ran production, sales and supply chain alongside the tech team, and kept operations lean through the 2015 Brazilian construction downturn.
Stabilized nordvpn.com's PHP/WordPress core ahead of its move to Stella CMS, then architected high-throughput Go and PHP APIs to replace legacy services for affiliate systems and core microservices.
Mission-critical PHP/Symfony modules for eos.uptrade: high-volume transactions, API integrations and real-time services, with strict security compliance and availability targets.
Built and ran a team of four: sprint planning, code review, QA. Owned cloud hosting and automated deployment pipelines, and scripted onboarding to cut project turnaround.
Led architecture for major portals including Jovem Nerd, one of Brazil's largest geek-culture media sites, integrating SQL Server and the Vimeo API under heavy concurrent load.
Trained in philosophy as well as software, I start from first principles: what is this system for, and what is the simplest thing that serves it for the next five years?
Things I picked up running a business, moving countries and studying philosophy that shape how I make technology decisions.
I've run production, sales and supply chain, not just the software behind them. I know what a system change means for the people on the shop floor and at the order desk.
Through Brazil's 2015 construction slump I kept the company lean and managed credit and cash-flow risk across retail partners. Tight budgets sharpen priorities.
SEO, funnels and lead capture were my job long before they were a ticket. Marketing and engineering get further when someone speaks both languages.
Worked in Brazil, Portugal, Germany and Lithuania. Native English and Portuguese, working German. Used to distributed teams and clients who expect things said clearly.
A degree in philosophy taught me to question assumptions and argue the other side before deciding. It makes for better architecture reviews and calmer disagreements.
Recent study in software architecture and design patterns, German classes, and a weekly habit of asking my team for feedback. Leaders who stop learning stop being useful.
What I do in the first three months of any leadership role. No big-bang rewrites.
One-to-ones with every engineer and with leadership. Map the stack, the delivery flow and the costs. Find the three bottlenecks that matter most to the business.
Agree priorities with the business and write down the key architecture decisions. Ship quick wins in delivery speed and reliability.
Set team structure, ownership and hiring plan. Start the first staged migration. Agree the few metrics everyone will judge the work by.
Brazil, Portugal, Germany, Lithuania. I stepped back into hands-on engineering at European scale on purpose, and I'm ready to lead again.
A hands-on technology leader with nearly three decades in software. I've been the CTO who grew a company's revenue tenfold, the co-founder who ran a 15-person team, and the senior engineer who retires legacy platforms without stopping the business.
01Start from a business number: revenue, cost or risk.
02Turn it into a roadmap with clear priorities.
03Design the architecture and the team together.
04Ship in small, safe steps that never stop the business.
05Measure the result and feed it back into the goal.
Technology decisions start from a business number and end at one. Everything in between is a system I can explain, measure and hand over.
Different industries, same job: find what's slowing the business, design the system that removes it, and make it run without heroics.
I built a custom sales platform and an SEO-driven funnel with automated lead capture, then launched Sanfonada Brasil, an internal manufacturing venture for wooden accordion doors. I ran production, sales and supply chain alongside the tech team, and kept operations lean through the 2015 Brazilian construction downturn.
Stabilized nordvpn.com's PHP/WordPress core ahead of its move to Stella CMS, then architected high-throughput Go and PHP APIs to replace legacy services for affiliate systems and core microservices.
Mission-critical PHP/Symfony modules for eos.uptrade: high-volume transactions, API integrations and real-time services, with strict security compliance and availability targets.
Built and ran a team of four: sprint planning, code review, QA. Owned cloud hosting and automated deployment pipelines, and scripted onboarding to cut project turnaround.
Led architecture for major portals including Jovem Nerd, one of Brazil's largest geek-culture media sites, integrating SQL Server and the Vimeo API under heavy concurrent load.
Trained in philosophy as well as software, I start from first principles: what is this system for, and what is the simplest thing that serves it for the next five years?
Things I picked up running a business, moving countries and studying philosophy that shape how I make technology decisions.
I've run production, sales and supply chain, not just the software behind them. I know what a system change means for the people on the shop floor and at the order desk.
Through Brazil's 2015 construction slump I kept the company lean and managed credit and cash-flow risk across retail partners. Tight budgets sharpen priorities.
SEO, funnels and lead capture were my job long before they were a ticket. Marketing and engineering get further when someone speaks both languages.
Worked in Brazil, Portugal, Germany and Lithuania. Native English and Portuguese, working German. Used to distributed teams and clients who expect things said clearly.
A degree in philosophy taught me to question assumptions and argue the other side before deciding. It makes for better architecture reviews and calmer disagreements.
Recent study in software architecture and design patterns, German classes, and a weekly habit of asking my team for feedback. Leaders who stop learning stop being useful.
What I do in the first three months of any leadership role. No big-bang rewrites.
One-to-ones with every engineer and with leadership. Map the stack, the delivery flow and the costs. Find the three bottlenecks that matter most to the business.
Agree priorities with the business and write down the key architecture decisions. Ship quick wins in delivery speed and reliability.
Set team structure, ownership and hiring plan. Start the first staged migration. Agree the few metrics everyone will judge the work by.
Brazil, Portugal, Germany, Lithuania. I stepped back into hands-on engineering at European scale on purpose, and I'm ready to lead again.