Freelance CTO · Belgium
The product is working. The company is about to outgrow the way it was built. I step in as a freelance CTO to grow the technology and the crew together — with shared leadership, real autonomy, and AI used where it gives people their attention back.
Work
01
I join when improvisation has done its job. Together we set a technical direction the whole team can carry, make tradeoffs visible to the founders, and tighten the path from idea to production. I stay close to the code and to the decisions.
02
Hiring, coaching, and a team built so leadership is shared. The aim is a crew that owns outcomes: people who can set direction, make the call, and live with the result — on the technical side and the human side.
03
Scaling companies get busy maintaining the edges: tools, integrations, process. I help the team protect its energy for the product, the domain, and the customer. AI belongs in that picture when it removes work that should no longer be manual.
Teams
I am a team player who would rather raise the level of the group than become the person every decision waits for. Strong tech teams are built the same way strong human teams are built: trust, a clear outcome, and room to act.
Leadership is a practice the crew holds together. Tech leads, product, and the people closest to the problem should be able to steer, not only execute a plan written somewhere else.
Autonomy is designed. It needs context, a standard everyone can feel, and trust that people will decide. Permission is a poor operating system once the company starts to scale.
Architecture matters. So does the room the team works in: how people disagree, how they support each other, how credit and responsibility move. I work on both, because one without the other does not hold.
Quality, review, and delivery habits are how autonomy stays safe. I come from teams that ship with tests and code review as the default — continuous delivery, not heroics on a Friday.
AI
I help teams bring AI into the work they already do: writing, research, review, support drafts, the repetitive loops inside the product and the company. We pick a few places that eat time, try them properly, and keep the ones that return attention.
The measure stays simple. Are people spending more of their day on judgment — the product, the customer, the decisions that compound? A tool that adds a new ritual has missed the point.
At Smovin, the same instinct showed up in the product itself. We cut an estimated 70 to 80 percent of the build and maintenance time on a class of finance integrations, so engineering could stay on the core product.
Path
I studied business computing at Institut Paul Lambin, then spent a decade in Ruby on Rails teams before taking the CTO seat. Independent since December 2022. Teklipp is the studio for sites a team can understand and run itself.
2025 — now
Technology leadership for a property-management product in La Hulpe. The job is the team, the product, and keeping engineering energy on what is specific to the business. Joined in March 2025.
2023 — 2025
Brussels. An HR platform for flexible mobility budgets. Shipping inside a growing product team, then closing the chapter to take on Smovin.
2023
A short, concentrated stretch: building on the backend, then leading a squad.
2018 — 2022
Brussels fintech. Four years growing from lead developer into technical leadership of the engineering crew.
2014 — 2018
Louvain-la-Neuve. Ruby on Rails inside startups at the moment speed matters, with continuous delivery, tests, and review on every change.
Pragmatic, positive, and willing to learn the technique the problem actually needs.
Let's talk
If your startup is moving from building to scaling, write to me. I will tell you honestly whether I am the right person, and whether I have the room.
French, Dutch, or English. I read every message myself.