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AI Solutions
I’m all about digital growth - for the past 10 years I’ve been working on digital innovations and building dozens of software products. I know each stage of the cycle like the back of my hand. As the CEO at Appunite I coordinate creating exceptional products with entrepreneurs and companies. The combination of my sales and tech experience makes me capable of understanding our clients needs and challenges, and it has helped companies from a variety of industries grow digital. My main goal is always to enable our client to focus on their industry transformation and the core of the business, while Appunite is responsible for building and delivering the products.
I'm often asked why we started EmpoweredHouse, a new venture alongside Appunite. The short answer: this is the best moment to build software for real businesses that I've seen in twenty years in this industry.
The reason is a shift across the whole market, not something we invented. A first working version of a product used to take three engineers and three months. With today's AI tools it can take a day, sometimes without anyone writing code by hand. That changes who gets software built around the way they work, and it changes what is worth owning.
EmpoweredHouse is our answer to what comes next. When every company can build, someone has to give them the tools to run what they build.
The change is structural. The same tools reached every company at the same time, for the price of a subscription.
That opens a window. New companies can start with a fraction of the capital they needed five years ago. It also means that anything you can build in a day, your competitor can build too. Owning a subscription to an AI tool gives you very little to defend.
The second consequence matters more to me. Companies that could never justify custom software can now afford it. A few weeks ago I talked to a farmer. For years nobody in software was interested in his field, and almost none of the tools on the market fit the way his business runs. When I showed him what we're building, he wanted to see it working right away. Ten years ago that conversation would have ended at the budget.
When something useful gets cheaper, people use far more of it. We're heading for a lot more software built around specific businesses, much of it by the people closest to the work.
If code is cheap, what is worth owning? My bet is your data and your processes.
Everyone in a company is a data worker now, whether they signed up for it or not. Every order, ticket, call, and approval leaves a trace. The companies that use those traces to improve how they work, a little every week, will pull away from the rest, and the gap will keep widening. It's compound interest, applied to a business.
You can already see what accumulated knowledge is worth in the software companies pulling ahead. Remote has become global payroll infrastructure because it knows how to pay people correctly in each country. The question buyers ask is shifting from "does this tool have the feature?" to "does this system have the context to act?"
Most companies don't have that context in one place. It's scattered across an ERP, spreadsheets, a CRM, meeting notes, and the heads of the few people who've been there longest.
There's a second problem, and we hear about it in almost every conversation with our clients. People have a list of automations they want to run and nowhere to run them. Soon every team will have one, which is good news. But when anyone can build a tool, someone still has to know what each tool does, what data it touches, which other processes it affects, and whether it still works the way everyone agreed. Building got cheap. Operating didn't.
EmpoweredHouse is a product company that builds tools for both problems. Empowered Intelligence brings a company's scattered context into one place and connects it to goals and to the people who own them, so leaders can see where plans and reality drift apart and decide what to change. Our second product gives teams a safe place to build and run their own automations, with clear rules about who can change what, tests, and a record of how each one behaves.
Here's the kind of problem it's built to catch. Say someone changes how sales approves discounts, and the change would quietly break how logistics plans deliveries. When the business is described as a set of connected processes, the system can spot the conflict before anyone feels it.
Our own argument applies to us, of course. If anyone can build tools, anyone can try to build ours. What's hard to copy is what we learn by putting them to work. Every implementation feeds back into the product, and every workflow we put into production should make the next one faster. It's the same compounding we recommend to our clients.
We made EmpoweredHouse a separate company on purpose. A product bet needs its own money and its own appetite for risk, and two companies keep both scoreboards honest. Appunite is measured on what it delivers for clients. EmpoweredHouse is measured on whether its products help companies automate faster and more safely, with the right context.
When building is cheap, understanding becomes the expensive part. Mapping how a business really works. Designing software that holds up when AI agents change it faster than people can check. Getting the people it's built for to use it every day.
We see it in our client work again and again. Once it's clear what the business needs, building the software takes weeks. Getting to that clarity is the real work.
I compare an application to a circuit board. We now have a machine that places chips far faster than any person could. Someone still has to design the board. Agents multiply our decisions, the bad ones included, so getting the basics right matters more than it used to. More and more, we'll pay engineers for judgment and taste.
This is where Appunite is strong, and we got here the hard way. In 2019 we decided that billing clients by the hour had an expiry date. It caps revenue at headcount and punishes efficiency, because working faster means billing less. We wanted to work as our clients' internal team, accountable for solving the business problem, and we started experimenting with how to deliver and charge for that.
The market said no three times. During COVID, clients just wanted engineers. When US interest rates went up, layoffs flooded the market with talent and demand for external teams dried up. Then AI made engineering hours even cheaper to buy. And I'll be honest about our part: for years we sold the internal-team model while still invoicing hours. We changed how we delivered the work and never fixed how we priced it, which is why it didn't hold.
Today the industry has a name for that way of working: forward deployed engineering. Engineers work inside the client's business, next to the people who know it best. It's how we support our clients, and it's where we're investing. We help companies change how they work with code and AI agents, and this time we're changing the invoice too, by tying the work to a result we agree on before we start.
Internally I describe it like this. EmpoweredHouse is the scaffolding, and Appunite pours the concrete. EmpoweredHouse gives the projects built on it the same solid frame: control over where data flows, security, compliance with procedures, and documentation that stays in step with the code. Appunite works with the client's experts to map their business and builds the solution on top, one workflow at a time, until the client's own team can run and change it.
Around that sits a wider ecosystem of implementation services, our own products, and the platforms of our partners, all aimed at helping organizations build AI into how their work runs. The relationship is deliberately non-exclusive. Appunite picks the technology that fits the client's problem, and sometimes that will be someone else's product. EmpoweredHouse has to be good enough that engineers choose it, and it can work with other implementation partners. If either company only survives because the other one is forced to use it, we've built the wrong thing.
I don't think the biggest winners will be tech companies. At a 3% margin, cutting costs by less than one percent can lift profit by more than a quarter. At software margins, the same cut barely registers. That's why I think the biggest prize sits in manufacturing, logistics, insurance, and staffing.
Some of them are already moving. Rafał Brzoska, founder and CEO of InPost, Poland's parcel-locker giant, recently said the company moved entirely to Claude Code in February. Teams now regularly present tools they built themselves, from route and parcel planning to fraud detection in finance, and he estimates the effect at around 70 million euros of extra net profit this year.
Tech companies, and the few traditional ones that run like them, have the engineers, the infrastructure, and the habits to do this on their own. Most traditional companies don't. They know their operations better than any consultant ever will, but turning that knowledge into working software isn't their muscle. That's where the change in buy versus build matters most. Bespoke software used to be a big, risky bet. Now a bad first version can be rewritten next week. The risk of building software shaped around your own business is a fraction of what it was.
Those are the companies we started EmpoweredHouse for, and the ones Appunite wants to work with. If you already have a list of automations and nowhere to run them, start with the one that costs you the most time. That's where we'd start too.
