Seeking: Strategy, Technology and Architecture advisory and consultancy to startups, scaling teams or established companies / organisations.

Location: New Zealand, willing to support APAC, APJ, Australia, New Zealand and West Coast US remotely.

Remote: Yes

Willing to relocate: No

Technologies: See below.

Résumé/CV: https://architectfwd.com/about

Email: hackernews at architectfwd dot com

Need a consultant, strategic thinking, architecture or tech advice, coaching/ mentoring for you or your team?

How could we work together? An hour, a couple of hours or something more regular but flexible/fractional? I am looking for part hours, or retainers, or work toward fully moving into a consulting / advisory capacity

Let’s figure out how to work together.

I have 20+ years solving business problems and maximising opportunities through technology in a variety of industries internationally.

My core skills are in strategy, enterprise architecture, technology architecture, consulting and advice, agile, team leadership, coaching and mentoring. Can do operating model work.

I am currently a Principal Architect. I operate at both the enterprise strategy and solutions level with many years in architecture and technology in the private and public sector. I know how to use enterprise architecture frameworks, practices and principles from concept stage to delivery in order to execute on strategy and how to work with product and development teams to set direction and manage product evolution.

I’m working on these in the wee hours

* prfrmHQ SaaS The modern way to manage performance reviews, set clear objectives, and ensure alignment across teams or individually — all in one place

https://prfrmhq.com

see https://news.ycombinator.com/item?id=43538744 [Show HN: My SaaS for performance reviews setting goals and driving success] https://youtu.be/ygvKdgiKRj4?si=Q9ael-oCLEGKMIgN - Shows I can use AI and I've integrated into AWS Bedrock

- Shows I can integrate with Stripe for payments

* Consulting (Architecture, Strategy, Technology leadership and advisory) - I'm working on getting my consultancy started. If anyone wants the kind of skills I offer here let’s talk https://architectfwd.com

* Next SaaS - Starting a SaaS for managing core strategy and technology concepts.

You have to break it up. Chunks milestones and evaluation.

That is Chunk up the work over some periods

Milestones tell you when you want what. This helps with expectation setting and managing anxiousness.

Evaluation is seeing how you are going and what change needs to be made.

When I do my own projects it’s feature based one at a time but knowing what the full thing is in terms of vision. It doesn’t always go to plan.

For teams, agile design, agile thinking, delivery and monitoring. It doesn’t always go to plan.

When it didn’t go to plan the question is how do I respond to it. That’s where growth lies

Yours first Mr Benoiff.

I remember asking Amazon Q something and it wouldn’t reply cuz of security policy or something. It was as far as I can remember a legit question around Iam policy which I was trying to configure. I figured it out back in Google search.

Email

You send

I send

You send

I highlight something and then comment below it in red

You reply in green

Can’t read it in order anymore

Edit: oh! Then because it was sent to 2+ other people they reply when they want, out of order, and add Bro from X who also has some pearls of wisdom.

What value is there in showing a non programmer code or an abstraction?

If you want to vibe code tests are likely a guardrail to ensure quality over time

They just want faster delivery? Or more meaningful progress tracking?

Usually I find I want improved traceability of the work, and so that means clearly calling out:

planning, defining, scoping and building.

If those on the left are poorly completed that in the right will suffer.

Yeah this is exactly what we’re seeing too.

Perhaps then a gentle conversation about the entire pipeline that feeds the SDLC is necessary.

Are there agreed plans or do they change? Are they feasible.

Are sprints hap hazard with story changes, poor quality (and measured against what criteria) or team changes? Are resources sufficient and skilled?

There are many more questions but hopefully you get the idea

PCMag Australia has this headline

Bill Gates Says Humans Won't Be Needed for 'Most Things' in the AI Age.

Also https://m.youtube.com/watch?v=JCnAz_fYzW8

“Will we need humans” “Not for most things. We’ll decide..” rambling on

I’m not going to be negative just leave that there.

He of all people should know better. Unless he's talking in hundreds or thousands of years timescales perhaps?

Gates-era Microsoft had a bit of a running problem with "[X] will change everything!" In particular see Windows for Pen Computing in the early 90s and their big voice interaction push in the late 90s/early noughties. I'd tend to discount Gates on this, because, like, it's not his first rodeo; he has predicted all ten of the last two tech revolutions.

And he famously nearly missed the internet. Microsoft famously came within inches of irrelevance when they ignored the internet for too long leading to his "tidal wave" memo. They got onboard but at the last minute.

Time for a frank and open conversation with your director. Get his concerns first.