geert.md

agentic engineering and delivery systems consulting

How I Work & What I’ve Built

This page is not a full CV. It is a view into how I operate and the kinds of problems I solve.

Over the past 15+ years, I have worked across fintech, insurance, telecom, and enterprise environments — in startups, scale-ups, and large organizations. The pattern is consistent: build or rebuild engineering teams, fix delivery systems, scale under real constraints, and align technology decisions with business outcomes.

Case Studies

Fintech product launch during organizational restructure

Situation: A fintech company needed to ship a new product under a tight deadline while simultaneously restructuring its engineering organization. Delivery was stalling because team structure, ownership, and processes were all in flux.

What I did: Ran both tracks in parallel. Restructured the teams around delivery outcomes rather than functional silos, introduced clear ownership, and streamlined the release process so the product team could ship without waiting on organizational stability.

Result: Product launched on time. The restructured organization continued to deliver at a higher pace after launch.

25% IT cost reduction through structural changes

Situation: An organization was overspending on infrastructure and vendor contracts, but previous cost-cutting efforts had only produced superficial savings that eroded quality.

What I did: Analyzed the full technology stack and identified structural inefficiencies: redundant services, oversized infrastructure, underutilized vendor contracts, and manual processes that could be automated. Made changes at the system level rather than cutting line items.

Result: Reduced IT costs by 25% without sacrificing reliability or delivery speed. The savings were sustainable because they came from architectural decisions, not headcount.

Scaling engineering from Series A to Series B

Situation: A startup had just closed its Series A and needed to scale engineering from a small founding team to a full organization that could support rapid product growth and meet investor expectations for the next round.

What I did: Grew the team from 10 to 65 engineers. Built hiring pipelines, introduced engineering standards, and created team structures that balanced speed with quality. Focused on making the organization self-sustaining rather than dependent on a few key people.

Result: The company successfully raised its Series B. Engineering was no longer a bottleneck but a competitive advantage.

Agentic engineering in a production environment

This case study is coming soon. If you are evaluating whether agentic systems can work in your environment, book a 30-minute call and I will walk you through what I am seeing in practice.

Agentic Engineering (Current Focus)

Right now, I am focused on integrating agentic workflows into real engineering environments — not as experiments, but as systems that fit into a proper SDLC, are auditable and controlled, and can be relied on in production.

Most teams approach this space as tooling. I approach it as system design. That means designing how agents interact with engineers and processes, introducing structure and governance, ensuring outputs are reproducible and traceable, and avoiding blind reliance on frameworks that hide complexity.

I also run sessions — internally and externally — on how to actually work with agentic systems, why frameworks alone are not enough, and how to design your own approaches. The goal is simple: turn AI from a tool into a reliable part of the delivery system.

Recurring Themes

Across engagements, a few themes keep showing up:

Scaling teams without losing delivery speed. I have grown engineering organizations from 10 to 65 engineers in high-growth environments, and built teams from scratch in enterprise settings. The focus is always on scalable delivery, not just headcount — reducing onboarding time, introducing structure without bureaucracy, and making the organization self-sustaining.

Fixing delivery systems, not just code. Many organizations have a delivery problem disguised as a technology problem. I have moved teams from infrequent releases to continuous delivery, improved DORA metrics through structural changes, and introduced CI/CD and DevOps practices in legacy environments.

Building in regulated environments. A significant part of my career has been in fintech and insurance, where systems must be reliable, auditable, and compliant by design. I have worked on open banking platforms, payment gateways, and digital sales systems where trade-offs are real and compliance is not an afterthought.

Bridging technology and business. I do not separate the two. I have been involved in product strategy, cost optimization (including a 25% reduction in IT spend), vendor management, and supporting product launches under real constraints. Technology decisions are business decisions.

How I Think

A few principles that show up across everything I do:

Ready to talk? book a 30-minute call