zenloop, a German startup specializing in Customer Experience, had developed a SaaS product that rapidly gained traction. Boasting nearly 100 employees and serving almost 1,000 customers, the company relied heavily on successive VC funding rounds. Just before their latest funding effort, their CTO and several core team members abruptly departed. This pivotal moment led to my onboarding as the new CTO, tasked with scaling both the team and the product.
Upon assessment, I identified two primary challenges:
1. Team Structure and Dynamics: Historically, technical decisions were centralized at the CTO or senior team leader level. This top-down approach, compounded with micromanagement, had eroded the team’s autonomy and efficiency. The departure of their leader left a void, with many unable to navigate independently. Notably, individual developers owned specific features, often working in silos for extended periods, which stymied collaboration and timely delivery. Although the engineering teams were nominally organized into “squads,” in practice, they were segregated as Frontend and Backend teams with limited interplay.
2. Product Architecture: The product, while initially a Minimum Viable Product (MVP) that found quick market acceptance, had over time been overloaded with features. The resulting monolithic architecture, although not inherently problematic for a startup at this stage, was riddled with suboptimal design choices, including convoluted code and a simplistic database design. A single table had expanded to billions of records, resulting in significant stability and performance issues.
Consequently, the engineering team’s bandwidth was overwhelmingly consumed by urgent bug fixes, leaving limited scope for feature development.
To address these challenges, I established two key OKRs:
1. Reduce feature development timelines from idea to deployment to under two months.
2. Achieve a service availability of 99.8% SLA, with an eventual goal of 99.99%.
Implementing the first OKR necessitated extensive agile training and a methodical reorganization of the teams. Rather than a sweeping overhaul, I advocated for a phased approach, transforming one team at a time. The success of the initial team transformation served as a testament, facilitating smoother transitions for subsequent teams. Switching from Github Issues to Jira boards and providing training for Product Managers further streamlined operations.
However, despite these positive transformations, the company’s journey took a sudden turn. Due to several financial misjudgments by the CEO, contrary to the broader management team’s recommendations, zenloop declared insolvency in early 2023. My role then pivoted to managing the company’s scale-down and preparing for due diligence and acquisition, which concluded in April 2023. Post-transition, I decided to explore new opportunities.
Searchmetrics Discover: Simplifying SEO, Searchmetrics, 2021
Role: Solution Architect, Team Lead, and Scrum Master
Searchmetrics SEO Suite, known as Suite 7, boasts an impressive array of SEO features and tools. However, like many specialized tools, it can pose a challenge for those not well-versed in SEO. Recognizing this, I introduced the concept of “Searchmetrics Actions” – a product designed to distill the comprehensive data from Suite 7 and present it to the user in a more accessible manner, aiming to simplify the process of addressing SEO-related issues for their domains.
Gathering a dedicated team, we embarked on the journey to develop this innovative product. With no pre-existing blueprint, our vision was clear: the product should function independently, yet with the potential for seamless integration into the Suite 7 offering down the line. Technologically, our commitment was to ensure we remained free from legacy constraints, embracing state-of-the-art technologies and adopting the latest agile practices. In under two months, our first Minimum Viable Product (MVP) was launched. We actively engaged beta customers, gathering feedback to refine and enhance our offerings. These features were presented as automated workflows. Users could, for instance, select an objective like “boost backlinks”, input their domain, and receive a detailed set of recommendations and subsequent steps, complete with an aggregated domain score. Users could then implement these suggestions on their domains and re-evaluate their scores to gauge improvements.
Searchmetrics Actions quickly resonated with the market. Numerous workflows, or “actions”, were developed, and customers celebrated the product’s user-friendly approach. Subsequently, Searchmetrics Actions was assimilated into the Searchmetrics Suite, becoming a staple offering, and renamed to Searchmetrics Discover. A free version remains available and can be accessed at https://actions.searchmetrics.com/
Site Experience, Searchmetrics, 2019
Role: Team Lead and Scrum Master
To embark on this ambitious journey, I assembled a novel team, blending new talent with experienced hands. While part of our team collaborated remotely, the remainder worked alongside me in the office. Steering such a multifaceted project posed its unique challenges, especially during the nascent stages. We grappled with diverse considerations: conceptualizing the product, selecting the most apt technology, deliberating over feature inclusions — all while balancing a hybrid operational model, with half the team online and the other half on-site. Ultimately, we concurred on initiating our endeavor using cutting-edge technology, focusing on core features to expedite planning and delivery.
Our Minimum Viable Product (MVP) materialized swiftly, and we introduced it as a Beta preview, keen on garnering immediate customer feedback. The initial responses were stringent, with customers juxtaposing our MVP against established products, highlighting our feature deficits. Nonetheless, we remained resolute in our original vision — to not merely emulate competitors but to innovate and carve a distinct niche. We sustained the beta phase throughout the first developmental year, diligently assimilating and responding to customer feedback. Upon culmination of this rigorous refinement process, we proudly integrated the product into the Suite 7 Enterprise offering, making it accessible to our entire clientele.
Research Cloud, Searchmetrics, 2017-2019
Role: Solution Architect, Team Lead and General Manager of Croatian Office
In 2017, I joined the German company, Searchmetrics, which at the time was the premier SEO platform in the EU and also had a robust presence in the USA. Right off the bat, I identified vulnerabilities in both the company’s structure and its product. The platform was anchored in legacy code and an antiquated version of PHP. This foundation made scalability a challenge and resulted in persistent performance issues. The development structure was fragmented into four distinct teams: Frontend, Backend, Data, and Product. Regrettably, the synergy among these teams was suboptimal, leading to hiccups in feature development and compromising platform stability.
The company’s former owner, renowned as one of the world’s foremost SEO experts, had a vision for product enhancement but was discontented with the rate of its realization. I proposed a strategy to not only roll out remarkable features but also foster a high-performance team capable of maximizing these feature potentials. We concurred that this avant-garde team would be based in Croatia, my homeland. I secured an office space and began the recruitment process. Tapping into the talent pool of the IT faculty in my hometown, which graduates 400 software developers annually, I rekindled ties with my erstwhile professors, seeking their assistance in identifying standout students. Within three months, the team was constituted with three freshly graduated students and a seasoned developer.
Our maiden project was the “Research Cloud”, designed to furnish detailed analyses of domains and keywords from over 30 countries spanning the last 15 years. During its nascent stage, I championed a Bottom-Up development approach, simultaneously upskilling the team and catalyzing rapid development. Three months into this journey, we unveiled the MVP, which was instantly embraced by the market. This validation bolstered our confidence, prompting us to expand the team and augment the Research Cloud’s feature set. By the close of the year, our product was enriched with over 30 significant features, constantly refined based on direct user feedback and comprehensive usage monitoring. For the next four years, it stood as the most popular module in the enterprise SEO product lineup.
The triumph of Research Cloud — considering its developmental approach, technological foundation, product management style, and agility — served as a paradigm for the rest of the company. In the subsequent year, we revamped our development strategy, establishing six tight-knit, full-stack teams, each entrusted with a specific segment of the product. This streamlined approach laid the groundwork for the subsequent release of the SEO platform, “Suite 7”, which was enthusiastically received by our clientele.
My-Telecom Mobile App, 2016
Role: Project Sponsor, Solution Architect, Agile Coach
During that period, Croatian Telecom, the nation’s leading telecom company and a subsidiary of Deutsche Telecom, predominantly relied on brick & mortar outlets for selling mobile phones, tariffs, and other services. Their marketing approach was heavily inclined towards traditional billboards and TV commercials, inadvertently sidelining the younger demographic—a demographic that was, and remains, the most significant consumer of mobile phones and mobile broadband internet. Although Croatian Telecom did have a web portal allowing customers to monitor their spending and modify services, it wasn’t optimized for mobile use.
Recognizing this void, I passionately advocated for a stronger emphasis on the digital market, underscoring its vast potential. I envisioned this not just as a platform for sales or self-service, but as a tool for offering tailored services to each customer via a mobile app. The proposal to develop this app received the green light, and the project commenced.
The telecom’s IT department, being predominantly vendor-driven and marked by a stringent hierarchical structure, lacked robust software development expertise. Entrusting this department entirely would have likely drawn out the project indefinitely. I thus recommended an agile methodology, assembling a compact team composed of both internal and external members. Stationed in my office, we embarked on developing the app for both Android and iOS platforms. The design was geared to be universally adaptable across telecoms and swiftly integrable with a range of backend systems. Our vision went beyond just catering to the Croatian market; we aimed to serve the broader Deutsche Telecom audience spanning the EU and the USA. Parallelly, we also hoped this endeavor would serve as a testament to the efficacy and speed of a small, agile team operating within a flat hierarchy—a precursor to a later SAFe implementation.
Within a mere three months, the app was launched on both platforms, encapsulating the most sought-after features. We diligently monitored user feedback, refining the app in iterative phases. Consistent ratings above 4 stars on both Apple and Google stores bear testament to the app’s success and the power of a nimble, agile team. Following its success in Croatia, the app was introduced in Germany, Greece, and other EU countries where Deutsche Telecom operates. Today, it boasts a user base exceeding 40 million across the EU.
OmniChannel Enablement, Croatian Telecom d.d., 2016.
Role: Solution Architect and Project Manager
Croatian Telecom had a huge problem with the flow of goods between retail channels like Webshop, Phone sales, Brick&Mortar shops, and wholesale warehouses. No integration between them has caused a lot of delays in the delivery of mobile phones and equipment to end customers. The average delivery was more than 3 weeks and customers were not happy (NPS score negative).
I have detected this anomaly and found a root cause: only 2 persons are working in the warehouse to pack and send all phones, no integration between retail apps and the SAP warehouse system, and all data were sent in Excel via email. This was a complex problem as there was also no communication between sales channels in the whole Telecom. All sales forces were competing for themselves.
To solve the problem on a higher level, several projects needed to be run in parallel. One project was integrating the SAP warehouse with retail apps in stores, including Webshop. Other projects were more focused on educating sales force people to work together and have happy customers, and training more people to work in the warehouse.
End result: Average Delivery Time went down from 3 weeks to 3 days, NPS score of customer satisfaction went up 40%. And most importantly, salespeople started to work together, if one channel was short on some mobile phone, they directed you to another shop or home delivery.
Paperless Telecom, Croatian Telecom d.d., 2015.
Role: Program Manager and End2End Solution Architect
Croatian Telecom is a very old company and traditionally completely dependent on paper to do all business. This stretched also to end customers as for any change in telecom contract, a customer needed to sign a paper. To become a truly paperless company, Telecom needed to take a lot of big steps. The first one was to reduce paper on sales channels as they were one of the biggest producers of paper.
I proposed a solution where all contracts for end customers are digitized and signed on a tablet with a biometric signature. This solution brought a lot of unknowns in Telecom’s usual process, as digital signatures and biometric data exchange were grey zones in law definition. So I organized a tour where a lot of workshops were done with lawyers, judges, and key people from law where handwriting recognition and forensics are performed. After they all confirmed that the biometric digital signature was valid, it was easy to convince Telecom people that this solution is great for reducing paper.
End result: All contracts were digitized and all customers can sign them on a tablet. A rise in NPS score for customer satisfaction also rose by 20%.
ERP Implementation, Požgaj Group, 2015
Role: Project Manager and Solution Architect (Contractor)
A prominent sawmill and furniture production company, with three factories and over 800 employees, was managing its entire business using paper forms. This approach presented numerous challenges for the management, including not being able to track customer order statuses and frequent production delays.
I was approached to assess the situation and suggest solutions to the challenges they faced in manufacturing, warehousing, logistics, and finance. An ERP (Enterprise Resource Planning) system seemed the most viable solution. However, budget constraints were a concern. Instead of opting for widely recognized ERP systems like SAP, which were beyond the budget and didn’t address all the concerns, I recommended OpenERP (now known as Odoo).
Another vital step was to select a vendor capable of crafting a custom solution tailored to address each problematic area. Given my familiarity with various small IT firms, I chose a startup named Info3. They were adept at crafting software solutions but had no experience with ERP implementations. Collaborating closely, I led the implementation and collected user specifications. I then guided the vendor in transforming these specifications into actionable solutions. Six months into the project, Info3 became proficient in the full implementation process, allowing me to transition out and pursue other significant opportunities.
Upon project completion, the company experienced a surge in revenue. Their customers appreciated the new online ordering system, which enabled them to order large quantities of wood materials or furniture. Moreover, delivery promises were consistently met.
Info3, the vendor, greatly benefited from this experience. Their expertise in ERP implementation grew, prompting them to offer these services to other enterprises. This project played a pivotal role in their growth, enabling them to expand from just a handful of employees to more than 30 in under three years.
Loan Management System, PSA Financials, 2014
Role: Solution Architect and Project Manager
PSA Financials, a banking company now known as Stellantis Financial Services, specialized in financing options for automobile purchases, either through loans or leasing. Their European operations largely depended on paper documentation, with some digital assistance from their central banking system in France. Unfortunately, the average waiting time for customers to secure financing for a car reached nearly three weeks. This extended wait led to mistrust and often drove potential clients to explore alternative financing solutions available in the market.
I was brought on board to evaluate the existing operational inefficiencies and devise a solution to address the challenges posed by the overwhelming volume of paperwork and streamline processes between car dealerships and the bank. The recommended approach leveraged the capabilities of the AbitECM system, which I had contributed to developing the previous year. Our goal was to fully automate the risk assessment and contracting phases, while also providing dealerships with web access to initiate the financing application process. Crucially, this new system allowed customers to complete the entire financing procedure without ever setting foot in a bank. All necessary documentation was scanned at the dealership and electronically transmitted to the bank. There, sophisticated automation identified and processed the documents, extracting pertinent information for risk analysis. Additionally, the system was designed to draft contract proposals, significantly reducing human error. The final contract, accompanied by a detailed risk analysis, was then reviewed by bank personnel. Upon approval, the contract was forwarded to the customer for signing, after which they could pick up their car from the dealership. The signed contract was subsequently mailed to the bank by the dealership.
Thanks to this new system, the average waiting period was dramatically reduced to just 10 minutes. This efficiency boost transformed PSA Financials into a market leader in terms of its service offerings.
Numip Business Process Automation, 2013
Role: Solution Architect and Project Manager
Numip, an engineering company with over 150 employees, specializes in servicing nuclear plants and in the production of automated manufacturing lines for pharmaceutical companies. Given the rigorous regulatory environment of both sectors, there is an essential need for meticulous planning and delivery. A significant challenge for Numip was the management and preparation of extensive documentation for their projects. Often, a single plan or document would involve contributions from more than 50 individuals. The goal was to expedite this documentation process without sacrificing quality.
The solution lay in the capabilities of the AbitECM system, which I had assisted in developing the previous year. We devised numerous automated processes tailored for Numip, enabling them to streamline documentation preparation. Moreover, considering the sensitive nature of their work, especially when dealing with nuclear materials, we incorporated high-security measures based on military-grade protocols.
Thanks to this automation, the time taken to prepare standard projects was reduced by up to 40%. This operational efficiency positioned Numip as a market leader, allowing them to service nuclear plants throughout Europe.
BASSX2, Abit Ltd, 2012
Role: Agile Coach and Project Manager
Abit Ltd specialized in producing core banking systems, with a comprehensive suite that could manage all banking processes. However, a significant issue was that their active systems were legacy-based, relying on Informix 4GL (commonly referred to as “Black screens”). Despite enjoying stable revenues, there loomed a substantial risk: as the market shifted towards online business, banks could potentially opt for more contemporary core solutions.
Recognizing this, the company initiated an internal project to develop a new core banking system built on Java. Yet, without incorporating modern software development methodologies, progress stagnated, and the project seemed interminable. At this juncture, I was concluding my work on the AbitECM project within the same company. Seeing an opportunity, I offered my expertise to steer the BASSX2 project back on course. Being an internal resource, I was acutely aware of the project’s primary challenges. Swiftly, I restructured the development approach, dividing the project into three agile teams, each responsible for a major module of the application. Moreover, I engaged with multiple banks and secured one that was eager to collaborate with us, serving as our primary customer. This partnership proved invaluable, as they provided the essential business insights and requirements for the new system.
With these adjustments, the project gained momentum and reached completion relatively quickly. Simultaneously, the new system was installed in the collaborative bank, marking a successful launch. Subsequently, the system was adopted by several other banks. The product’s success not only bolstered Abit Ltd’s revenues but also piqued the interest of prominent fintech firms in Europe, leading to the company’s eventual acquisition.
AbitECM, Abit Ltd, 2011
Role: Project Manager and Lead Developer
AbitECM is the codename for a project that secured a grant from the EUREKA Network, the world’s largest public network dedicated to international cooperation in R&D and innovation, spanning over 45 countries. The primary objective of the project was to develop a system capable of automating business processes while managing diverse content types, such as documents and images, within those processes. Abit Ltd successfully applied for this grant, and I was subsequently recruited to spearhead the project. My roles encompassed lead developer, agile coach, and project manager.
The project was completed punctually and within the allocated budget. In its inaugural year, the system was adopted by nine clients, primarily banks, but also various other businesses.
In the subsequent years, this product significantly boosted the company’s revenue until it was eventually acquired.
Role: Owner and CTO
Bedex-TIM was a startup I launched in response to two distinct gaps in the market: the need for truly effective Smart Systems and a comprehensive service offering that included installation and integration of these systems. I recognized that while there was no analogous product available, merely selling a complex product without the added value of accompanying services would likely find limited traction in the market.
Assuming the role of lead architect and developer, I championed the development of cutting-edge Smart Home, Smart Building, and Smart City solutions underpinned by Artificial Intelligence (AI). Utilizing compact embedded Linux computers, I integrated them with trained models designed for diverse tasks. These ranged from regulating environmental controls, and overseeing heating/cooling systems, to managing shaders, doors, traffic lights, car parking systems, and beyond. While we positioned our offering not merely as an AI-centric solution but more as an energy-efficient smart system, its reception was overwhelmingly positive and it enjoyed significant success.
Starting with a modest team of two, Bedex-TIM rapidly grew, boasting a workforce of 40 within a year. This expansion mirrored our impressive 300% YoY revenue surge, peaking at a commendable 1M EUR. Regrettably, after three thriving years, an unprecedented financial crisis swept through the market, stifling investments. The challenges of retaining and attracting customers in this climate led me to the difficult decision of closing the business and subsequently offloading the product.
This venture endowed me with invaluable experience, instilling both the confidence and expertise to lead any company through scaling, adaptation, and product design in alignment with market demands and customer preferences.
E-School, King-ICT, 2005-2008
A lot of schools back then in Croatia did not have IT equipment like projectors, e-boards, PC computers, and tablets. Also, there was a big lack of any learning content that could be presented to kids.
To solve that problem, the government issued a public tender to offer full solutions, equipment, software, content, installation service, and education on how to use it. I have crafted a solution that uses the latest available technology, like e-boards and content for it. However, the biggest problem in the project was logistics. More than 10,000 PCs, 400 E-boards, and a lot of other equipment like projectors, speakers, mice, and network routers. Delivered in 300 schools across the country, including islands, in less than 90 days from contract signing(!).
As Project Manager I handled all aspects of the project: vendor management, logistics, budget and payments, team management, and customer management. The first risk was 10000 PCs arriving from a China factory with a ship. The second risk was packaging packets for each school and sending them to school a day or two before a field team (21 vendors, more than 120 people in total) was sent to make the installation in the school.
The government issued similar tender each year, and I was managing those projects for 3 years. Each of the projects was a success, both in logistics, deadlines, and customer satisfaction.
Digital Kiosk, Tisak, 2006
Role: Solution Architect and Project Manager
Tisak, a dominant player in the Croatian market, operated over 850 kiosks distributing newspapers nationwide. In that era, their logistics and kiosk operations were entirely paper-based, resulting in significant losses due to the lack of real-time goods tracking. As a Senior Project Manager at King-ICT, I was tasked with leading a digital transformation solution when my company was approached by Tisak. My responsibilities encompassed conceptualizing the solution, presenting it to the client, orchestrating contracts with vendors, procuring necessary materials, and scheduling the rollout for all 850 kiosks.
The comprehensive solution I devised addressed all facets of Tisak’s business. Each kiosk was outfitted with IBM Touchscreen POS systems. On each kiosk a mobile network router was installed providing EDGE, then upgraded to 3G mobile routers for continuous communication with the headquarters. Warehouses were seamlessly integrated into an ERP system, resulting in vast process automation. At the kiosk level, a Machine Learning-driven application optimized product offerings and facilitated just-in-time inventory replenishment. The user interface prioritized top-selling items for each kiosk, enabling operators to process transactions within three clicks. Goods distribution from warehouses to kiosks was automated during off-hours, ensuring uninterrupted business during the day. Real-time data exchange enabled headquarters staff and management to monitor kiosk operations and make data-driven decisions efficiently.
The project’s scale was vast, with over 150 personnel contributing to the delivery of the solution. Upon implementation, the project’s return on investment was realized in under six months, given the significant operational savings. Tisak, after a prolonged period of financial decline, finally shifted to a profitable trajectory and was subsequently acquired by Croatia’s largest retail conglomerate within that year. Presently, Tisak has evolved into a digital hub offering not just physical goods like newspapers but a plethora of digital services: concert and lottery tickets, MoneyGram transactions, bus tickets, photo printing, package sending, credit card cash withdrawals, and more — all rooted in the solution I introduced.
Source of the photo: www.tisak.hr
Automated Fare Collection System, City of Zagreb, 2006
Role: Solution Architect and Project Manager
In 2006, Zagreb, a bustling city of nearly a million residents, relied on a dated public transportation fare system encompassing trams, trains, and buses. The entire fleet, barring taxis, used age-old ticketing and validating machines. Passengers utilized paper-based tickets, and monthly subscriptions involved a personalized booklet. This booklet required users to purchase and insert a paper ticket, available at only two city locations and on specific days. The prevailing tariff system was rooted in a 70-year-old intricate scheme.
While I was at King-ICT, I was approached to conceptualize a cutting-edge technical solution and participate in the related public tender. This endeavor led me on a journey across numerous European cities to understand their public transportation systems. Through these explorations, I quickly became proficient in transportation technologies, operational processes, and tariff structures. Drawing inspiration from London’s Oyster Card, I devised an advanced three-part solution:
1. A centralized data center equipped with servers and a network to oversee over 4,000 ticket validating devices across 800 vehicles.
2. In-vehicle devices featuring Linux-based color touchscreens and an IP-based networking system.
3. Dedicated software applications on both the in-vehicle devices and data center servers to ensure seamless data exchange. The conventional paper-based ticketing was revamped to adopt contactless chip cards using Mifare technology.
My proposed solution triumphed in the public tender, earning recognition for its superiority. As the designated Project Manager, I steered a team that rapidly expanded to over 200 members, all under my guidance. The project’s magnitude was palpable. Implementation operations ran around the clock in three shifts, seven days a week for over a year. Concurrently, dedicated teams were engrossed in establishing the data center and developing the requisite software. Through rigorous collaboration with stakeholders and incorporating insights from global cities, we significantly streamlined the tariff system. The implemented system yielded comprehensive travel data, enabling the city to optimize the deployment of transportation resources dynamically. This strategic realignment generated significant cost savings, effectively offsetting the project’s expenses. Remarkably, even after 17 years, the system continues to operate flawlessly with near-zero downtime.
Ucilica: A 3D Educational Game for Kids, MarkotTel, 2005
Role: Lead Game Maker, Big Tech Guy, and Office Problem Solver (CTO)
So, here’s the thing: Ucilica was this super cool game for school kids. It made learning stuff from boring schoolbooks kinda fun. Up to 2005, the game was all 2D, old-school style. The team behind it? Pretty big – think 15 people drawing stuff and coding, a couple of folks calling the shots, and others trying to get everyone to buy the game. And yeah, people loved it.
Then I jumped in. I was the new Senior Developer – no 3D game-making magic in my bag, but I was a math whiz and knew how to build cool projects. The team? Well, they were trying to make the game 3D but were kinda stuck, especially with getting characters to move without glitching out. So, with my math superpowers, I fixed those tricky parts in just a couple of weeks. Looking around, I saw other messes too – like the team needed to up their 3D game (pun intended), and everything was a bit all over the place. I’d been playing around with this cool way of working called Agile (basically making things without going crazy), and I thought, “Why not here?” I pitched my plan, and bam! They made me the lead guy on the project and later the big tech boss (CTO).
First thing? I got the team on the same page. We started working the Agile way, teamed up on tasks, brainstormed, and geeked out on 3D stuff together. Fast forward eight months, and we turned our 2D game into this epic 3D world – right on time for the new school year. And guess what? It was a hit! Sales shot up like a rocket, a whopping 300% more. High fives all around!
Freelance developer, 1998-2005
I embarked on my journey as a freelance developer at a young age. My initial projects revolved around optimizing warehouse operations for my father’s business, ultimately transitioning into full-scale business process automation. These early experiences not only bolstered my confidence but also equipped me with the expertise to replicate similar solutions for neighboring businesses. My curiosity led me to dive deep into emerging technologies and programming languages, mastering the intricacies of Cobol, Visual Basic, C, C++, Fortran, Visual Fox Pro, and Clipper. Over time, I successfully executed over 30 projects, tailoring bespoke business automation solutions for various small enterprises.
Being an early digital adopter in Croatia by 1992, I was instinctively drawn to burgeoning web technologies. This inclination naturally segued into web development, and I subsequently crafted over 50 websites for diverse clients, including hotels, restaurants, and established corporations. In 1997, I authored a high school thesis on the nascent Web 2.0 technologies, which were, at the time, still in their experimental phase. My work culminated in a functional website with backend integration, capable of dynamic content alterations. This technology eventually gained widespread acceptance and continues to underpin prominent online platforms and services, from leading social networks to tech behemoths like Google and Facebook, and countless SaaS offerings.