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On-device or cloud AI: a decision rule
Apple's Foundation Models framework changes the on-device AI calculus. Here is a practical decision framework for choosing platform-native versus cloud LLMs.
LLM red teaming starts at day one
LLM red teaming exposes why helpful AI personas become attack surfaces. A practical framework for product teams shipping language model features.
Will vibe coding tools replace developers?
Lately, I’ve been hearing from various sources that the developer’s job might disappear in a few years, with big language models taking over. This belief has gained traction, becoming a significant topic in negotiations as many perceive developers as less valuable than before.
Collateral damage of modern AI revolution
There is no doubt that today´s LLM models changed a world already. Users pattern are changed, people more often open GPT than google, people use models to plan their vacation, dinner, kids and teachers use them to prepare for lessons.
I am by no means the person who will complain about the progress and I think it is great to see how technologies are evolving.
But there is the other side of this revolution - at which cost and on which shoulders it all stands. For sure we have a brilliant engineers in companies like OpenAI, Google, Anthropic and etc who made a great progress and impressive models.
But this will not be possible without the data. Publicly available data from all of the internet. Your company webpage, you blog website, your post in Reddit all of it was used to train models that now are bringing millions to the companies that made them.
We will not discuss now the ethical part of companies IP that were very often violated and there are many actions now in both EU and US that trying to solve this problem. Companies like Cloudflare went even further and suggest to build a marketplace of the data, so if companies want to use your data, they have the mechanism to pay for that.
But what companies can do today?
How innovation really happens
How does innovation actually happen? Is it something that emerges from locking a few talented people in a room for a couple of days, running an “innovation workshop,” and emerging with the perfect product — something we just know the customer wants?
Unlikely.
How can we be sure that the idea we’ve come up with is valuable to others? Are people even willing to use it — let alone pay for it?
How agile planning improves focus and team morale
Planning is difficult. Especially today, when businesses face increasing technological pressure and markets shift rapidly — driven by automation, real-time data, and decisions made at the speed of light. Literally.
Anyone who’s worked in a large organization knows the pattern: endless meetings, many participants, the same topics resurfacing over and over again — but no progress. No clarity. No alignment.
It’s not surprising. The challenges we face are often large, cross-functional, and technically complex. There are many stakeholders, multiple layers of expectations, and high uncertainty. When deep domain expertise has to be translated into technology, and that technology must navigate a maze of internal interests — it gets messy.
We’ve seen this firsthand across several initiatives. Smart people in the room, but no shared language, and no clear way to move forward. So what can we do to break the deadlock and help our teams — and ourselves — focus on the right things at the right time?
The key lies in two things: how we define the work, and how far ahead we plan.
Let’s start with planning horizon.
Even well-meaning gatekeepers slow innovation
Gatekeeping ensures quality and control but can stifle innovation when overly restrictive. Excessive processes in growing organizations slow decisions and discourage experimentation. As a result, promising ideas often fail to reach clients for validation.
Getting the best from junior dev hires
A growing trend shows companies hiring junior developers directly from universities, driven by market shortages, lower costs, and a commitment to industry growth.
Why open company culture drives engagement, innovation, and accountability
In recent years, more companies have come to recognize the value of building a more open organizational culture. This approach emphasizes transparency, communication, and collaboration across teams and leadership. By fostering a positive work environment, organizations can improve employee satisfaction, increase productivity, and boost retention.
Data shows that transparent companies attract stronger talent and tend to be more productive. In fact, consumers are even willing to pay more for their products. On the other hand, major players like Meta, Amazon, Alphabet, and Netflix have moved away from radical transparency in some areas, finding that good intentions alone don’t always lead to effective outcomes.
So, is open culture the future of work, or will it remain a niche practice adopted only by a minority of organizations? Let’s break down the key aspects of open vs. closed company cultures.
What are investors looking for under Technical Due Diligence?
In recent years, we have observed a growing trend of investors scrutinising companies more closely before making investments. They are increasingly focusing on key performance indicators (KPIs), paths to profitability, and product technical quality. This trend underscores the importance of technical due diligence (Tech DD) in today's business landscape. Over the past few years, we have been developing and fine-tuning our framework for technical due diligence, which has proven highly effective.
How empowered teams deliver value faster
Teams get things done. They save lives, create unforgettable experiences, and build solutions that drive progress. From performing heart surgery to shipping digital products — most meaningful work happens in teams. Behind every successful product is a group of individuals who, together, brought deep insight and expertise to solving a specific problem in the best possible way. But what does the ideal or “dream” team actually look like? What makes a team capable of consistently producing outstanding results?
Tight, loose, tight
When you follow the "tight, loose, tight" method, you position yourself and your team members to achieve purpose, autonomy, and mastery. While "tight, loose, tight" meets individual needs, it's also a practical, efficient way to manage the way you work. The method is used in corporate strategy, agile teams, conversations, presentation styles and meeting design. The origin of this phrase is unclear, but some companies have used it for a long time in the execution of their strategies, although they probably have yet to be fully aware of it.
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