CTO / Technical Leader
I've grown through every layer of the tech stack - support, sysadmin, development, DevOps, project management, and now CTO - mostly within the same organizations as they scaled. Each transition was driven by business need and my willingness to learn. That depth gives me perspective on how all the pieces connect.
That path shaped how I operate today.
I build systems that are stable, predictable, and resistant to chaos. I stay close to the infrastructure, to the code when needed, and to the people doing the work - not to interfere, but to support and keep decisions anchored in reality.
I've seen what strong systems and strong people achieve together: teams that value consistency over noise, commitment over posture, and clarity over shortcuts.
Every quarter, I lead roadmap sessions with business stakeholders - translating market needs into technical strategy, prioritizing innovation alongside reliability. December planning sets the year's direction; mid-year reviews adapt to what we've learned.
I keep things simple, transparent, and aligned with how I think: measure, adapt, and deliver.
Sometimes you need a firefighter, sometimes you need a builder. Here's evidence for both.
Startups, greenfield projects, new teams
Scaling pains, optimization, building durability
The goal is always stable operations - I fix things so they stay fixed.
Both contexts are equally interesting. If the problem is worth solving and the team is committed, I'm in.
Payment gateway failed during peak traffic while I was unreachable. Team executed the runbook, switched to backup provider, recovered in 47 minutes. Zero escalation needed. They documented improvements autonomously. The system worked as designed.
This wasn't luck - runbooks, clear ownership, and decision authority are built in from day one. 85% of incidents now resolve without escalation.
Key developer left mid-project - only departure in 3 years. He owned critical payment logic alone. Implemented pair ownership: every feature has an owner + backup. Weekly knowledge-sharing. Video walkthroughs for critical paths.
New hires now operate independently within 2 weeks. Bus factor 3+ on all critical systems.
Cloud costs growing 15% monthly while revenue grew 8%. Ran architecture review with finance. Replaced $13K/year SaaS with $4K open-source. Consolidated workloads. Built cost dashboard visible to founders.
28% OPEX reduction. Savings funded two new hires.
Junior developer struggling with complex integration. Paired him with senior for 3 weeks. Daily 30-min check-ins. Let him own the solution with guidance, not takeover.
Promoted to mid-level in 8 months. Now mentors others. Pattern repeated with 4 team members.
Different launches need different risk profiles. Some get full testing cycles; others get focused validation with fast rollback. The difference is decided upfront with stakeholders, not debated under pressure.
3-tier risk framework in place. Team and business aligned on what "ready" means for each context.
At 40 people, I shipped features in days. At 200+, I still identify quick wins: SaaS replacement in 2 weeks, automation saving 40 hours/week built in 3 days. Process scales with context - early stage moves fast, mature systems get more rigor.
I match velocity to stage. Startups need speed; scale-ups need sustainability. I've done both.
Quarterly roadmap sessions with CEO, Finance, Ops. Translate business goals into technical bets. Current focus: AI-powered automation (25+ workflows with decision agents), edge computing for latency-sensitive operations, and platform consolidation.
Innovation isn't separate from ops - it's embedded. Every roadmap includes both reliability improvements and strategic bets.
Early in my CTO role, I'd rewrite technical approaches instead of questioning them. Got results short-term but killed ownership. Now I ask "what would break if we tried your approach?" Architecture reviews are stress-tests, not approvals.
85% of technical decisions now happen without my involvement.
Inherited a blame culture where mistakes were hidden. Started Friday workshops sharing my own failures first. Made postmortems blameless by policy. During one tough week, I slipped into blame language - caught myself, apologized publicly, reframed.
Team now flags issues in Slack before they escalate. Zero regrettable attrition.
Joined incident calls "to observe" and ended up driving. The instinct to help becomes interference at scale. Now team has permission to call out overreach: "Are you observing or driving?" is a legitimate question.
I review architecture decisions, not implementations. Join retros, not bridges.
Said "no" to a stakeholder on compliance grounds. They escalated. I had to explain risk in business terms: "This creates $50K audit exposure" lands differently than "this violates policy."
Zero escalations in the past year. Stakeholders understand the "why."
B2B wholesale e-commerce. 60K clients. 200-300 employees. Systems: sourcing, WMS, call center, wallet, analytics.
Production systems I've built and currently maintain.
B2B Wholesale Platform
Full-stack e-commerce. 200+ warehouses. Integrated payment and credit system.
Leadership Development
Assessment tools and personalized learning paths.
Enterprise KPI Dashboard
Real-time monitoring for COPAG Morocco.
Investment Intelligence
Company performance analysis and investment insights.
Healthcare Coordination
Cross-border patient-provider platform.
Available upon request.
Have an awesome project idea? Let's discuss.