About
I finish the half companies leave broken.
My name is Alex and I run an independent practice in the Netherlands, building the systems a company runs on and the presence it sells through, and I take both halves under one agreement so that nobody is left owning the seam between them.
- Netherlands and Europe
- English engagements
- Remote-first
- Agreed in writing, one person answerable
The reason this practice exists is a pattern I kept watching from the inside. One supplier would build the systems, a second would build the website and the content, and the place the project actually died was the gap between them, where neither had been asked to look and neither was being paid to care.
So I stopped picking a side. Operations that will not run and an offer the market cannot find are the same problem seen from two ends of the same building, and the person who fixes one should be able to see the other.
In practice that means AI workflows, automation, and getting your numbers to agree across systems, all of it running for real against the tools you already have, and then the brand, the site, the search work and the writing that make any of it findable. Same deal either way: we agree in writing what gets built before anything starts, and one person answers for it afterwards.
You will be speaking to whoever is doing the work, because that is only ever me. There is no account manager between us, no team to be reassigned mid-engagement, and no version of this where a question about the build has to wait for somebody else to be in the room.
Background
Where this comes from
Two degrees taken a decade apart, with ten years of running delivery in between them. The second one was expensive in time instead of money, and it is the one that changed how I work.
2012 – 2016
Studied Engineering and Management, IMAPA
USAMV Bucharest, Faculty of Management and Rural Development
Four years on a syllabus that ran from management and marketing through to culinary technology and rural tourism. On paper it reads stranger than it felt in the room, because every one of those subjects is about keeping a system running while people stand there watching it. A kitchen at full service is a line of orders with a hard deadline on every one, which turns out to be most of what I do now.
2016 – 2026
Business and People roles
International companies
Ten years owning delivery, which in practice meant being the person who had to make a botched hand-off work on a Monday morning when the process and the org chart disagreed with each other. That teaches you something reading about it does not, and it is where the operations half of this offer comes from.
2023 – 2026
Bachelor's degree in Informatics
Universitatea Titu Maiorescu, Faculty of Informatics
Three years of theory and labs taken alongside a full-time job, for a straightforward reason: I did not want to keep being the kind of manager who signs off on an architecture he cannot follow. That manager is expensive twice over, once when the decision gets made and again when somebody else has to live inside it.
2023 – now
The independent practice
Netherlands and Europe
Systems that run the business on the inside, and the presence that sells it on the outside, under one name and one invoice. Engagements run in English, remote-first, agreed in writing. Clients are in the Netherlands and across Europe, and they stay unnamed here until they have said otherwise.
How I work
Four things I hold to
Ship, then distribute
A system nobody can find is unfinished, and content with nothing solid behind it is theatre. The two halves are the same job, which is the entire argument this practice rests on.
One accountable lead
Scope, quality and timeline sit with one person, and you are talking to him. I will not coordinate a roster of other suppliers for you, because chairing an agency carousel is a different job from doing the work.
Honest about the size
Fixed quotes and clear boundaries, including the version where the right answer is that you should not build this yet. An honest no costs me a week and saves you a quarter.
It has to survive me leaving
Every engagement ends with your team running the thing without me. Trails somebody can read, points where a human still decides, and a hand-off that is part of the job instead of something bolted on after it.
Fit
Who this is for
Founders and operators who already have a real business underneath them: enough complexity that it hurts, and a decision-maker who can say yes in the room. If you need a large retained squad on site every week, or a strategy deck with nobody shipping behind it, this is a poor fit and I will say so on the first call.
The work
Six shapes an engagement takes
This is what actually gets built, and it is a more useful list than a page of capabilities. Each one carries the timeline it runs to and the thing I refuse to do inside it.
Tell me which half is broken.
A thirty-minute call, then a written proposal with the price and the work fixed, or an honest no. Whichever it is, you will have it within a few working days.
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