I’ve been CIO of the eighth-largest Swiss bank, run the monetization platform and led the engineering of the first two AI products at SonarSource, and invented the cryptographic scheme that made paperless client onboarding legal in Switzerland at UBS. Now I’m building CraftFinal, an AI platform for document generation.
In each case, the problem was structural: a dev/ops split that turned IT into firefighters, incentives that rewarded caution, decision rights stuck in committees instead of with the people who had context.
Direct over comfortable
I keep single-person accountability and push decision authority to whoever has the context and competence to decide. Hiring, promotion, and exit decisions should match what the team already sees — surprises mean someone avoided a hard conversation. The people worth keeping prefer it that way.
Writing as a way to think
I write about leadership and transformation because explaining why something worked, or failed, exposes reasoning I wouldn’t otherwise examine. The book reviews and articles on this site are part of that process.
If something here is useful to you, or if you disagree with it, [Personal information, requires JavaScript] .