I'm most useful in the gap between an idea and a business that runs.

I started by writing software, which taught me how things actually get built. Then I started companies, which taught me that building is the easier half. The hard half is deciding what deserves to exist, and then refusing to let it drift.

Today I run Inocode, my technology execution company, and operate CEX.md. I also back a small number of companies where I can be useful beyond the cheque.

The work I like best comes from founders and executives who already know what they want to build and have realised that the idea is not the constraint. They need someone senior enough to argue with them, and close enough to the build to be right.

How I work

I stay in the room. I do not shape a project and then hand it to a delivery layer — the calls that make or break a product happen in week nine, not week one, and I want to be there for them.

I cut scope early and hard. Most projects fail from carrying too much, not from ambition. The first thing I usually do is take things away.

I keep teams small and senior. Fewer people who understand the whole thing beats a larger group each holding a fragment.

And I say no reasonably often. If I'm not the right person for something, saying so early is worth more to you than a proposal.

Where I am

Between Moldova and Romania, working with clients and partners across Europe. Being based here is not a cost story — it means I've built in markets where you cannot buy your way out of a problem, which turns out to be good training.

Away from work

Mountains, long drives, family, and a stubborn preference for a simpler life than my calendar suggests. I think better after a day without a screen, and most of the decisions I'm proud of were made somewhere with no signal.