Why I'm writing again

I’ve spent most of the last decade heads-down — building teams, shipping product, and running operations at Tillo as we scaled a B2B SaaS business through the stages where everything that worked yesterday quietly stops working today.

This site is a small commitment to do something I’ve put off for years: think out loud.

Why now

Every leadership generation gets handed a technology that reshapes the job itself. For the people running companies right now, that technology is AI — and I don’t mean the tooling. I mean what it does to judgement, to accountability, to the pace at which decisions have to be made and defended.

There’s a lot of confident writing about AI strategy from people who’ve never had to carry the operational consequences of a bad one. I’d rather write from the seat I actually sit in: the join between engineering, operations and the business, where the interesting failures happen.

What I’ll write about

No content calendar, no growth hacking. Just the questions I’m genuinely chewing on:

• Where AI actually changes the leader’s job — and where it’s just noise.
• How operations and technology decisions compound, for better or worse, as a company scales.
• What a decade of wearing the CTO, COO and CIO hats — sometimes all at once — taught me about the seams between them.

The hardest problems in a growing company rarely respect the org chart.

If any of that is useful to you, good. If it sharpens my own thinking, that’s enough on its own.

More soon.