01 · The work
Build the capacity to grow
I do my best work where a worthwhile product and a working business model need technology and organisation to keep pace with growth. I help teams deliver faster, develop leaders, and make ownership clear as the organisation grows. Technical modernisation and product decisions are part of that work, with attention to economic results and the long-term consequences of the choices we make.
I build leadership capacity alongside the team: developing engineers into leads, supporting those leads, and hiring people who can take the organisation further. That experience also extends to remote and nearshore teams, where clear ownership and regular personal contact help people work effectively across locations.
The clearest sign that the organisation is getting stronger is when progress no longer waits for a programme or an instruction from management. People understand the purpose, see what is needed, and act.
02 · Evidence patterns
Patterns of work
These are the recurring situations where I can make a useful difference.
01Grow the team. Develop the leaders.
At esome, I took responsibility for a team of eight engineers in Belgrade and developed it into three teams with around twenty engineers. I identified leadership potential separately from technical performance and developed all of the team leads internally. As the organisation grew, my role included leading those leads and supporting them as they took responsibility for their teams.
Outcome
8 engineers → 3 teams, ~20 engineers
All team leads developed internally
02Modernise without stopping
A release process built around cherry-picking in SVN produced a deployment roughly every three weeks. We moved to Git and GitLab, introduced static code analysis and automated acceptance tests, and made small changes safer to release. Deployment frequency rose to dozens a day—without stopping the product while we modernised it.
Outcome
3 weeks to dozens per day
03Bring engineering close to the work
I introduced embedded engineers so technical capability sat directly alongside the teams doing the work. Working with users, and supported by AI coding agents, they built an agent for advertising campaign work around real operational needs. Within three months, it was reducing manual work and errors while increasing efficiency—without becoming a separate transformation programme.
Outcome
Less manual work, fewer errors
04Structure around purpose
In an organisation where hierarchy obscured purpose, I introduced value streams and aligned teams around them. This gave teams clearer ownership and a stronger connection to the value they created. Clear goals and freedom in finding solutions enabled one team to grow business with existing and new agencies, achieving measurable improvements in revenue and margin.
Outcome
Improved revenue and margin
03 · Career context
Career milestones
- 2021
- Became Managing Director at esome advertising technologies.
- 2015
- Joined esome advertising technologies as CTO.
- 2012
- Became Head of IT at PokerStrategy.com.
- 2009
- Joined PokerStrategy.com as Team Lead, Software Engineering.
For the full picture, including earlier roles and recommendations, visit my LinkedIn profile.
