My cornerstones of building value

SMAE | software – management – adoption – education

Core philosophies i use to build and manage great teams that ship valuable systems in four sentences:

  • Cutting edge systems are made of a combination of technology, human capabilities and organisational creativity
  • People follow visions and copy the methods and culture of its founder/leader(s)
  • The ability to create adoption of a solution is key to create and sustain value derived from the system
  • Continuous learning as individual and organisation enables growth

I correlate this philosophy strongly to my achievements:

  • Microsoft fintech reference for implementing and running the first 100% cloud infrastructure of a 100% bank daughter company in Germany.
  • Building two impactful companies from scratch and one from early stage in leadership roles


solution – creation – run – audit friendly – service based – connectable – life cycle – security – transparency

Good software solves a pain, by using the least amount of resources. It is built on a modular architecture and connectable;scalable infrastructure. It’s periphery services, e.g. devops, automated tests, monitoring, data strategy, to name just a few, match its context: is it a prototype, MVP, MA Risk regulation, risk scenarios,…. The technology choice depends on several factors, is constantly evolving and is therefore not to be generalized.

This software vision was derived from +9 years shipping software systems in different roles such as engineer, project / engineering manager, seo, investor and owner in the finance, real estate, tourism, e-commerce, platform and matchmaking sectors.


vision – epic – goals – hiring – finance – growth ambition – collective intelligence – responsibility

Good Software is created by a combination of skills that no one individual possesses alone (exceptions apply). Hence team composition is crucial to achieve that. Hiring and putting together a working team is strongly supported by a vision of technical and cultural core values featuring the “epic”, “credibility”, “involvement” and “goals” of the team/company. As for the daily work, communication, empowerment, responsibility, quality assurance, short iteration cycles and reinforcement of the values are key while keeping an eye on the budget.

This management vision was derived by setting up, managing and growing local and international teams in the roles of team lead, project manager, chief technology officer and managing director. It includes outsourcing via offshoring in India and Brazil, near shoring in Ukraine and Spain and freelancer from the US, Brazil, Ukraine, UK, GER as well as inhouse teams also consisting of diverse cultural backgrounds.


change – customer centric – connection – communication – integration

The importance of creating adoption comes from the idea: the best system is of no value, if nobody uses it. Therefore adoption has a prominent role in order to create actual value. Creating adoption has many facets starting from confirming the pain / problem that needs to be solved, effecting change in the user and organisation behaviour and leading to ensuring usability, security and a stable run.

This adoption vision comes from a variety of software shipping experiences that either were used by many or few. In different roles i adopted solutions as well as supported or created adoption.


foundation – growth – continuity – sharing – research – methods – patterns

Education serves as foundation. Diverse methods, skills and approaches for problem solving are continuously added; as individual and as collective learning takes place. Learning enables growth. Making room for research and try outs is an essential part of sustaining personal and organisational growth. Especially when combining different subjects.

This education vision was nourished by the experiences and perceived benefits from having studied four languages, a diverse academic curriculum such as marketing and psychology, practical skills such as web programming and design and teaching at university and organisational level.

Leave a Reply

Your email address will not be published. Required fields are marked *

three × 3 =