Management

I ran into a very practical problem after doing a lot of local work with AI agents. I had Codex projects, Claude Code projects, regular repositories edited with agents, drafts, pipelines, instructions, skills, artifacts, and several machines. At some point it became hard to tell where the current version of a project lived, which files were safe to push, where agent instructions belonged, and where source code had already been mixed with logs and intermediate output.

That is why I built AI Workspace System: a small set of shell scripts, conventions, and Markdown documentation that makes local AI-agent work predictable. It is not an IDE and not an agent orchestrator. It is a thin infrastructure layer around Git, GitHub, Codex, and Claude Code.

The core idea is simple: all projects should be visible from one list, instructions should follow one structure, sync should be safe by default, and machine-specific details should not live in the repository.

A major package of amendments to the Tax Code of the Russian Federation (hereinafter referred to as the Tax Code), draft federal law No. 1026190-8, may come into force on January 1, 2026. The law passed its first reading on October 22, 2025, and on November 10, revised amendments for the second reading were published, and it is these current changes that I have taken into account in this article.

We think of pricing as a simple logic of distance and quality. But after diving into a rare data-driven analysis of the €2 billion Alpine transfer market, I realized the real cost drivers are invisible forces: structural inefficiencies, information asymmetry, and the surprisingly high price of consumer trust.

I've always been fascinated by markets that defy simple logic. Why does a cup of artisanal coffee cost $7? Why is some enterprise software priced per seat, while another is priced per API call? These aren't just arbitrary numbers; they are the surface-level results of deep, often hidden, economic forces. Recently, I stumbled upon a perfect example of such a market in an unexpected place: the private ski transfer industry in the Alps.

Remote work in IT has long ceased to be unusual. But it is one thing to assemble a distributed team, and quite another to make it work comfortably for the participants and the company's results.

The article shares a story about distributed teams with a flexible culture, trust, and freedom, and how we achieved this.

Becoming a lead isn’t just another line in your resume,  it’s a mental shift. It’s the moment you go from being a developer to someone responsible for your code and the entire team. Next, you’re also listening, mentoring, negotiating, motivating, and knowing how to find common ground even in challenging situations.

Today, I’m a Dev Lead at EXANTE. We develop internal services for a select group of internal stakeholders. But my journey started long before that — with informal leadership, a few mentorship flops, and plenty of lessons learned the hard way.

Here’s what that path looked like.

This article presents a business-driven approach to software architecture, focusing on maximizing profitability through technical decisions. It advocates for:

Distributed, stateless services with immutable models for scalability

Isolated third-party integrations without disrupting core logic

Simple, modular design 

Best for:

✔ Tech leads designing scalable systems
✔ Managers optimizing dev efficiency
✔ Stakeholders evaluating ROI on architecture

It’s Never Too Late: My Start into DevOps

Summary

Learn about the challenges, growth, and lessons gained — from juggling work, studies, and a pet project to achieving a dream.