About
I work at a pace that lasts. So do the teams I build.
Peak performance lasts about three days. Eight-plus years in the engine room and the lead chair taught me to build for margins instead: teams that move fast, hold up under real constraints, and don't quietly fall apart.
I started in backend and infrastructure, and the deeper I went, the more I noticed the problems I cared about most weren't technical. Why does a brilliant team ship slowly? Why does a great engineer go quiet? Why does the word "compliance" turn confident builders into nervous box-tickers?
These days I lead software for a medical-device company, in a domain where the stakes are real and the rules are not optional. Before that I led an engineering team through an acquisition and a platform migration under a hard deadline, and before that I was the CTO who insourced a codebase and built the cloud architecture from nothing. That first CTO chapter ended in a burnout: the expensive way to learn what running past your margins costs, and why I build teams with margins now. The thread through all of it: take something messy and complex and structure it into something a team can actually execute.
The record
Where I've done the job.
Head of Software
Medical-device company building software for organ-transplant care. I run engineering, DevOps and data, in a regulated, safety-critical context.
Engineering Manager · Senior Backend
Sleep and health tech. Grew from senior backend into leading the team, then took it through the company's acquisition and a cloud platform migration on a deadline the next funding round depended on.
CTO
Joined at the earliest stage. Took ownership of the codebase, built the cloud architecture from scratch, and shipped the products the business built its name on.
Backend · Web · Data
Custom business software, e-commerce, real-time data. The technical base I lead from.
The full history lives on LinkedIn.
Why health
The stakes are real, and real stakes focus everyone. Health is the one field where shipping faster and being more careful both matter at the same time. I find that clarifying rather than stressful.
Why the human part
I'm good with engineers. I listen more than I talk, and people tell me true things: the things they won't say to whoever signs their offer letter. For years I assumed the technical work was the hard part of this job. The human puzzles were, the whole time. A team that trusts its leadership will outrun a more talented team that doesn't, and I've watched it happen from both sides.
Outside client work I'm part of GoodEworkers, a group of engineers bringing solid tools and calmer ways of working to organizations that can't afford drama: nonprofits, hospitals, the fragile and the essential.
I'm based in Lyon and work fully remote, warm and informal, first names, plain words. I'd rather tell you the honest thing than the polished thing.