Frequently asked questions
Direct answers on how I advise CEOs, CTOs and digital leads on business-critical platforms—not commodity websites.
What types of organisations do you work with?
SMEs, scaleups and enterprises where digital systems touch revenue, operations or compliance. I focus on complex integrations, scalable architecture and long-term technical decisions—engagements that justify senior attention and structured delivery, not one-off “small fixes”.
What project sizes do you take on?
Meaningful work on complex systems rarely fits a micro-scope. Engagements are structured around discovery, architecture and delivery—scope scales with integration depth, risk and governance, not with a price list. If the work is too small to justify proper discovery, I say so upfront.
Do you only advise, or do you implement?
Both. I frequently lead architecture and critical paths while coordinating internal teams or partners. The split depends on what reduces risk fastest: sometimes that is a documented blueprint and review cadence; sometimes it is hands-on delivery on the integration or application layer.
How do you approach ERP, CRM and legacy integrations?
Before tools come master data, ownership and failure modes: which system is source of truth, how conflicts resolve, what “good” looks like in operations. Then connectors—REST, events, batches—with idempotency, retries and monitoring so finance and the warehouse see one coherent story.
What is your stance on headless and composable commerce?
They are architectural options, not goals. I recommend decoupling when experience velocity or channel expansion must not destabilise transactions—or when a hybrid fits better. The decision is always about total cost of ownership and operational reality, not vendor marketing.
What do you explicitly not position for?
Low-budget brochure sites, “quick and dirty” workarounds on business-critical paths, or engagements where success cannot be defined. I am not a volume shop; I take ownership where the problem is expensive when done wrong.
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