Our Logs
Inside Showslide’s new Faculty Partner Program There is a precise moment that every university lecturer knows by heart, you are mid-slide, mid-thought and mid-sentence when you glance up at the room. Some students are locked in, while many others are somewhere else entirely. Their phones are face-up on their desks, or their laptops are open to a browser tab that has absolutely nothing to do with your course material. This is happening because the traditional, one-way lecture format gives th…
The title arrives faster than the clarity. One day you are an engineer who happens to be trusted, and the next you are a CTO with a business card that implies you know exactly what you are doing. You don't, not yet, and that is fine. Nobody does in the first few months. The most common mistake I see in first-time CTOs is acting out a role they have only watched from a distance. They picture the CTO of a five-hundred-person company, with the architecture review boards and the quarterly planning …
Just saw a funny video pointing out this $Billion paradox: companies pay YouTube to show you ads, and users pay YouTube Premium to block those ads. It sounds ridiculous, but isn't the exact same thing happening in tech teams right now? We are aggressively deploying 2026-level AI coding capabilities to write software instantly and then, we drag that lightning-fast code through clunky, disruptive screen-sharing sessions and 1990-style meeting overhead. We are funding maximum velocity, then choking…
There is a particular kind of friction that accumulates slowly in remote work, the kind that never quite makes it onto a retrospective board because it feels too small to name. You don't lose a deal over it. No incident report gets filed. But it shows up, meeting after meeting, in the tiny hesitations, the apologetic messages, the "can you just share your screen instead?" workarounds that everyone accepts as normal without ever questioning whether they should. For us, it showed up in three spec…
Think about the last person at work who genuinely impressed you. Not the one who knew the most, or had the longest resume, but the one you'd go to when something was broken and no one knew how to fix it. The one who could walk into an awkward meeting and somehow make everyone relax. The one who, when you described a vague problem, came back with three approaches you hadn't considered. What was it, exactly, that made them that way? We reach for words like _smart_, or _experienced_, or _a good co…
Building internal tools often starts with frustration. For our team, it began with two recurring problems: the opaque permissions of our project management system and the sluggish interface that made even small tasks feel like a chore. We needed a tool that could combine project management and operational reporting. Something that allowed us to track work, understand priorities, and maintain context without fighting the tool itself. At first, I tried to bend existing platforms to our will. Ji…
We speak about the future as if it were a place we are slowly approaching, a destination somewhere ahead of us on the timeline, waiting patiently while we prepare ourselves to finally arrive. We organize our lives around it, postpone happiness for it, justify suffering in its name, and accept present dissatisfaction as a reasonable price to pay for something that is supposedly coming later. And yet, when examined closely, the future begins to look less like a real thing and more like a very conv…
Most business logic ends up hardcoded deep in your app, and it’s slowly killing your codebase. What starts as a clean service grows into a bloated mess of if-else statements, feature flags, and ad-hoc patches no one dares touch. Before long, your services are "absolute units", ORM models do way more than map data, and you’re moving data back and forth like an unpaid intern, not a software engineer. How did we get here? The real problem: Business logic is treated like an afterthought When …
For many small businesses, growth often comes with challenges. When you're operating with limited staff and resources, it’s easy for things to become chaotic. Tasks might be unclear, communication could be inconsistent, and inefficiencies may go unnoticed. Without a roadmap, it’s difficult to know how things are supposed to get done, let alone if they’re getting done the best way possible. This is where business process mapping comes in. A business process map is a visual representation of the …
