Cloud platforms, AI, and software architecture create possibilities. The first question I bring to those possibilities is practical: what does the business need to accomplish?
What is holding the business back?
Growth, operating capacity, and manual effort are useful starting points. Understanding the constraint gives a technology decision a purpose and gives the team a way to recognize progress.
Who does the work today?
I care about what happens after a system is delivered. The people using it, and the teams building and supporting it, belong in the thinking from the beginning.
What needs to be clear?
A technical direction needs to be understandable across business and engineering audiences. What are we trying to achieve? What choices are we making? What does that mean for delivery and future change?
What will the decision make possible?
The outcome might be more capacity for an operational team, a platform that can handle growth, or a clearer foundation for the next stage of work. That is how I connect technology choices to making technology useful.
An original draft for this site, informed by the business, architecture, and leadership themes in my professional experience.