Engineering
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The platform isn’t dying. It’s changing who it talks to.
Some people argue the era of the software platform is over, and that we’ll soon do everything inside one large language model. I think that’s half right. The work doesn’t…
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ServiceNow Published 64 Pages on People Intelligence. One Line Buried Inside Changes Everything.
ServiceNow just published a 64-page playbook on people intelligence. One buried statistic – only 24% of organisations have formal data cleaning processes – says more than the rest of the…
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Why your agent works on Tuesday: notes from a team building LLM features into a multi-tenant SaaS
We are a small team shipping LLM features into a multi-tenant SaaS. The model is rarely the part that breaks. Capacity, schema drift, prompt caching, tenant isolation – the work…
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One model won’t fit all: what we learned about churn prediction in People Analytics
We built a universal churn model for all our clients. It had a reasonable AUC. Then we ran a backtest and it caught zero actual departures. Here’s what happened next…
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Ten years of multi-tenant SaaS: the decisions we made, and the ones we’d unmake
GFoundry. What held for ten years, what didn’t, and what a small team learns when decisions made in year two still cost you in year eight.
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Stream mining in real time: what we built with Fraunhofer and what we learned
A €378,000 R&D project with Fraunhofer Portugal. MongoDB, ActiveMQ, FP-Growth, K-Means. What we built, what the data showed, and how it became GFoundry.
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How we built a music recommendation engine in 2007 – before Spotify existed in Portugal
Palco Principal. 70,000 tracks, three engineers, no library worth using. The algorithm, the A/B test numbers, and how the 2008 financial crisis ended it.
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Three platforms, one team: shipping for Heathrow Airport
iPhone, BlackBerry, Nokia QT — simultaneously. January 2012. What cross-platform mobile development actually cost before any of the frameworks existed.
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What breaks when 20,000 artists depend on your ranking algorithm
Palco Principal had 20,000 artists, 350,000 monthly visitors, and a ranking algorithm none of them could see. Then the 2008 crisis hit. A failure story.
