Pego’s DeskFiled by hand, updated daily.

About the editor

I collect useful things because I build useful things.

I'm tech and AI director for a €250 million design, technology and data group. Before that I co-founded two companies and wrote the code myself.

Same job, different rooms.

Four moves, one direction — from writing the systems to running the organisations that own them.

  1. 2021 — now

    Tech & AI Director

    Alkemy Group · €250M+ revenue · 2,000+ people

    Running technology and AI for luxury commerce at group scale, where the job stops being the platform and becomes the people who own it.

  2. 2018 — 2021

    Co-Founder and CTO

    Atoms · €5M revenue · 40 people

    Built the company and the platform work behind it: forty people serving luxury and design brands who expected the site to feel like the product.

  3. 2007 — 2018

    Co-Founder and CTO

    DiGiness · €1M revenue · 8 people

    Eleven years shipping for startups, SMEs and global agencies — the range that taught me which problems are actually the same problem.

  4. 2005 — 2007

    Fullstack developer

    Freelance

    Ruby on Rails, on my own, for whoever would pay for it. Everything since has been the same job with more people in the room.

Three public receipts.

Work I can point at, with the year and the room it happened in.

  • Candy · Haier Group

    4.5 million appliances

    IoT-connected devices in the field

    2016 · DiGiness

  • e1972 · sizeless fashion

    AI full body scanning

    Sizeless e-commerce experience

    2021 · Atoms

  • Global brand · name withheld

    €150 million revenues

    60-country global e-commerce

    2024 · Alkemy Group

Useful beats impressive.

  1. Simplify what is tangled.

    Most platform problems turn out to be comprehension problems wearing a technical costume. Untangle the model and half the roadmap disappears.

  2. Keep the context that matters.

    Be ruthless about what to drop and careful about what exists only in someone’s head. The second kind is what actually breaks when people leave.

  3. Make the next decision easier to see.

    The deliverable is rarely the system. It is the decision the team can now make without me in the room.