In my role as CTO at Centiglobe, I am responsible for guiding our technological vision and overseeing the integration of a wide range of solutions to enhance and secure our payment systems. This includes a strong focus on blockchain technologies, ensuring robust security, and adhering to AML regulatory standards. A critical aspect of my work is creating environments conducive to agile development, continuous delivery, and efficient operations. This encompasses the use of infrastructure as code for scalable and efficient system management, and a commitment to implementing stringent security measures to protect our systems and comply with financial regulations.

At an innovative IoT startup dedicated to minimizing food waste and carbon emissions via real-time tracking of cargo shipments, my role was pivotal in enhancing the platform's capabilities. Part of my work entailed researching the prospective integration of AI and blockchain to potentially improve our system's capabilities.My responsibilities included technical direction and architecture, production operations as well as product management. As a joint effort I was also heavy involved in development of the hardware and attached firmware.Within a couple of months, I changed the delivery model from monthly+ deliveries to continuous by using the concept of small batches and improved ways of communicating. A significant achievement under my leadership was the introduction of platform branding, creating a new revenue stream while ensuring our technology remained at the forefront of providing customized solutions to our clients. This strategic move enabled us to stand out in the marketplace.Utilizing the AWS cloud environment, I led the adoption of serverless microservices to enhance our platform's scalability and flexibility. This approach was based on current best practices, such as infrastructure as code, automated build pipelines, operations dashboards, and serverless development, demonstrating our dedication to modernizing operations and maintaining high-quality service.

In the summer of 2016, KCG acquired Neonet, resulting in Neonet remaining as a regulated entity with its own board and management team. KCG, a global company with around 1000 employees, had development centers in NY, London, and Stockholm.Our migration goal was to decommission the Neonet technology stack and transition all clients to KCG before the implementation of the new MiFID 2 regulation on January 3, 2018. Leveraging my prior experience from mergers, I adopted a proactive migration approach. We put the Neonet platform in maintenance mode and introduced all developers to the new KCG target platform. I collaborated closely with key individuals at KCG to facilitate the migration or discontinuation of Neonet systems. This approach allowed us to deliver viable migration paths while addressing legal entity considerations and obtaining early feedback from actual client migrations.However, in April 2017, with the announcement of Virtu's acquisition of KCG, all migration efforts came to a halt. Virtu later revealed their plan, which involved significant reductions in Europe and led to a controlled wind-down of Neonet. My team and I successfully maintained the systems until the final trading day, ensuring a smooth transition without any incidents.During my last three months, I dedicated time to studying machine learning/deep learning and full-stack development through Coursera (please refer to the Certificate section for more details).

With Neonet spun out of Orc Group we were in a turnaround state. I re-entered the executive management team leading all of technology including development. A firm wide cost cutting program was conducted which included downsizing staff and vendor renegotiation and cancelation. By the end of 2014 I delivered a report to the board including a due diligence of the current state of staffing, infrastructure, hardware, redundancy and scalability. The report also stressed the need for strategic change and request for necessary investments to mitigate identified weaknesses. It resulted in increased budget which enabled an acceleration of my proposed roadmap. During this CTO period I pushed almost all systems from on premise to outsourced. Systems remaining had concrete migration plans or were production systems with low-latency requirements not targeted to be outsourced. In 2015 I was appointed Information Security Manager as part of the CTO role. I completed the Business Continuity Plan and used those insights to implement improvements to production and office systems as well as organization.

Head of development and chief architect for the brokerage product. I was the architect for the service layer supporting both trading and brokerage products. Introduced a service layer to the trading product in order to decouple services and speed up development. Orc Group acquired Neonet in 2010.

Member of the executive management and head of development managing 25 developers. Brought together product management, development and operations to shorten lead-time between idea and production. Used Kanban to improve workflow in development.

I was responsible for the technical strategy in close cooperation with product management to bring business needs into the architecture. Moved from 2-3 major releases per year to a continuous delivery of finished features. This resulted in fewer issues and faster time to market.

Lead architect and hands on developer of Neonet’s next generation distributed low latency trading platform.Introduced agile methods, starting with XP practices, which eventually evolved into scrum. Pushed for test driven development and automated tests to improve quality and speed of delivery.

As the team lead for exchange connectivity, I worked extensively with C++ as the main programming language, focusing primarily on implementing and standardizing exchange connections.