Peter Eysermans

Too often, I see founders outsourcing their software development to a freelancer or an agency—only to let them create infrastructure on their accounts. At the start, it seems convenient. But down the road, it can be a painful mistake. It doesn’t matter if you’re using AWS, Azure,

My default approach to meetings is to shield engineers from them. Engineers hate interruptions that break their flow. However, having engineers present in one type of meeting can save development time. In smaller teams I work with, we write feature passports with the client to keep meetings minimal. The idea

In my early years, I worked with some incredibly talented people. They introduced me to emerging concepts, such as unit testing, now considered best practices. Domain-Driven Design (DDD) was one of them, but I struggled. I remember finding it abstract and disconnected from the projects I was working on. What

You have a great product idea and decide to outsource its development. But how do you ensure your third-party team is doing a good job? And how can you set them up for success? Own Your Codebase and IP The first and most critical step is to own the product’

As a senior engineer, you play a critical role in mentoring and guiding junior engineers on your team. But how do you empower junior engineers effectively? Too often, senior engineers claim all the challenging, complex tasks for themselves while delegating only the more straightforward ones to junior developers. While this

I’ve heard this claim countless times, often on small teams lacking product management. Sales insist that just one more feature will make clients throw money at the product. Often, the technical team lacks the leverage to challenge this assumption or simply wants to build stuff. When the feature fails

The phrase “our team is like a family” has become a tired cliché in job posts. Too often, companies play the family card when things are going well, but when challenges arise—like financial losses—you’re suddenly a “cost center” that needs trimming. Sometimes, a company does feel like

When outsourcing your project to an agency or freelancer, the primary focus is often on delivering the application on time. However, one aspect is almost always overlooked: documentation. In many cases, no documentation is provided at all. This creates a risky dependency on the third party, which could become a

A common challenge for technical leaders is balancing accommodating and resistant behaviour. It's like walking a tightrope. Overly accommodating You never find the time to address technical debt. Are you pushing back enough? It's comfortable being a hero and pleasing others by relying on temporary workarounds to deliver the next

A startup CEO recently asked: “Can I just hire someone to document everything and be done with it?”. The company had grown from a team of 1 to 12 in just a year. Initially, the product was built with a focus on shipping features quickly—a practical and necessary choice