The Workalitic Android app is live on Google Play. We built it for technicians on site, who mostly need to find the job, start the timer, log the parts they used, and get back to work. Managers keep the web app.
A model will answer any question you think to ask. It won't tell you that the question is the wrong one. That gap is the entire case for mentorship, and it got wider this year, not narrower.
Most catalogs assume a product has one price. In distribution it has several, and that single wrong assumption is what quietly breaks off the shelf ecommerce software. Here is what we changed, including how we use AI as an enrichment service for the catalog rather than a content machine.
A good breakdown of engineering leadership work has been going around: six activities that repeat every day. We recognized all six. We also do almost none of them the way the framework assumes, because we're 14 people, fully remote, and shipping our own products.
Omnotic is our POS hardware brand for the Serbian market: a thermal printer that doesn't stop and a terminal that doesn't become outdated. We didn't engineer the devices. We built everything around them, and that turned out to be the hard part.
A client was tracking story points per sprint like it was the gospel. The number went up every quarter. Their product got worse every quarter. Here's how one bad metric quietly hollowed out an engineering team, and what we use instead.
Take-home assignments felt fair until we realized they were filtering out good engineers for the wrong reasons. Here's the hiring process we run at Norveon today, and why we think it works better.
We don't do Scrum, but we love daily standups. Here's the format we've iterated on for years. No boards, no status reports, no one forced to speak.
Watched a client reorganize their engineering team five different ways in two years. Here's what actually happened with each approach.
Google's November 1st deadline for 16KB page size support looked simple on paper. Then we actually tried to do it. Here's what really happened when we migrated Arheev Mobile, complete with late-night debugging sessions and libraries that just wouldn't cooperate.
Our team hit 14 people and standups turned into 45-minute slogs. We tried splitting into frontend/backend, async updates, rotating leads. All failed. Here's what actually helped.
We've been fully remote since day one. Not because of COVID, not because it's trendy, but because trying to build a software company any other way seemed pointless. Here's what two years of full-remote and years of distributed work before that actually taught us.
For years we helped other startups build products. Then we started building Arheev and realized we'd been giving everyone else advice we weren't following ourselves. Here's what happened when we had to eat our own dog food.
We're not a big company. Fourteen people, fully remote, building Arheev and client projects simultaneously. Here's how we actually work when there's no process manual to hide behind.
After tracking our own team's time off in Google Sheets since we started, we finally snapped and built Arheev. Launching it on February 22, 2025 felt like shipping something half-finished. Because it kind of is.