Professional background
Understanding technology. Understanding organizations. Working in between.
For more than 25 years, my professional path has run along the boundaries between software, products, organizations, and decisions.
I have developed software and designed architectures, founded and led companies, built products, advised clients, worked with development and product teams, and spent many years exploring how complex domain requirements can be translated into technical systems that remain adaptable.
My role has rarely been purely technical or purely organizational.
A significant part of my experience lies precisely where these perspectives cannot be cleanly separated.
Computer science and systems thinking
My academic path began with physics and later led to computer science. I completed my degree in computer science at the University of Bonn in 1998.
Even before university, computer science meant more to me than programming: in 1989, I was a national winner of the German Federal Computer Science Competition and was subsequently admitted to the German Academic Scholarship Foundation.
The combination of analytical thinking and actually building things has run through my work ever since.
Software, architecture, and consulting
I spent my first professional years at tiscon AG Infosystems.
I worked as a developer and software architect in Java and enterprise environments, and later in presales and consulting. As a Business Manager, I took responsibility for the tiscon Academy and the Presales/Consulting business unit.
This established a combination that would return throughout my career: understanding and designing technical systems while also explaining them, communicating them, and placing them in a business or organizational context.
From projects to a product of our own
In 2004, I co-founded a software company.
Our work on business-process-oriented solutions led to the development of Canotis BOS beginning in 2006.
The original idea was easy to state and difficult to implement: domain relationships should not first have to be translated into requirements, then programmed, and sent through the same cycle again whenever something changed. Understanding and changing should move closer together.
Over many years, this developed into our own low-code/no-code platform for complex and evolving business applications.
Since 2012, I have been a founding shareholder and member of the executive board of today’s Canotis AG.
That work has taken me far beyond software architecture: into business processes and data models, user interfaces and identities, distributed systems, product decisions, customer requirements, and the question of how technical systems represent organizations – while also influencing them.
Complex systems in established organizations
Alongside my entrepreneurial work, I have repeatedly worked as an architect and consultant in larger organizational environments.
As Lead Architect at Proway, I worked, among other things, on modernizing a custom warehouse management solution and on integrating existing banking functionality into a modern overall bank management platform.
At eXXcellent solutions, I worked as a Senior Software Architect, Technical Lead, and in Product Owner roles. In the Daimler Buses environment, my work involved the migration, integration, and redesign of an international after-sales commerce platform. I also worked on building an internal platform for heterogeneous development teams.
Projects like these have one thing in common: the technical task cannot be understood meaningfully without also considering processes, responsibilities, existing systems, different interests, and the history of an organization.
Reorientation
After my work at eXXcellent ended, I entered a period of professional and personal reorientation.
Experiences related to health, voluntary responsibility, and intensive personal development broadened my perspective toward the human side of complex systems. At the same time, artificial intelligence became a central focus of my work.
Questions that had accompanied me professionally for a long time began to appear in a broader context: How do orientation and decisions emerge? How do technical, organizational, and human factors interact? And what changes when AI itself becomes part of these processes?
My current independent work has emerged from this development.
AI and the changing nature of work and decision-making
I have been working intensively with generative AI since the emergence of powerful language models.
My interest is not limited to the question of which tasks can be automated.
I am more interested in what happens when AI itself becomes part of working, thinking, and decision-making processes: How does collaboration change? What roles emerge between humans and technical agents? Which decisions can be delegated – and which should not be? What does it mean for organizations when powerful cognitive tools suddenly become individually available?
I now use language models and agentic systems intensively in my own work. szegedi.info is also a publicly visible result of this collaboration.
In doing so, I combine practical experience in software architecture and product development with the question of how people and organizations can remain capable of acting under changing technological conditions.
Today
Today, I work independently on questions where technical, organizational, and human perspectives intersect.
I do not arrive with a method that is meant to be applied to every situation.
What I bring is more than 25 years of experience with software and complex systems, entrepreneurial and organizational responsibility, product and architecture work – and a way of working designed to create orientation even when it is not yet clear what the problem actually is.
That is where consulting begins for me.