Rebel Astronaut

Co-Founder

Featurespace

Principal Site Reliability Engineer

DOPS  DIGITAL

Consulting as the Director of the DXOne program for the London Stock Exchange Group.

- Delivered a Developer Platform (DXOne) that would provide a single experience across the whole Org (12k technologists).
- Ran a program with ~50 engineers, architects and BAs.
- DXOne was the first program to successfully deliver their transformation objectives on time, since the merger with Refinitiv.
- Reduced time from idea to market on average by 67% for Lines of Business.
- Delivered an analytics platform to ensure CIOs and their reports get visibility on their areas.
- Designed and Implemented a new operating model to break down the flow of work across teams.
- Designed a community engagement model that was elevated to become the standard for all developer focused comms.
- Liased with Regulators to ensure that changes were approved to the same level as nuclear power plants. 
- Presented and sold the vision of DXOne to numerous CIOs, Heads of Department and Developers.

Principal Transformation Consultant

- Won the company wide ‘Raising the Bar’ award for innovation. 
- Designed and implemented new operating model in a department of 150 employees, driving a more product focused approach.
- Implemented Agile processes in 5 teams to increase velocity by over 100%.
- Owned and implemented the roadmap for IG’s new platform, based on kubernetes.
- Increased resilience for platform by 50% through repeated testing and iteration.
- Designed engagement model for onboarding new teams to the platform.
- Evangelised new platform and created excitement and momentum around the initiative.

Technical Architect - Platform

Contino

- Provided security assurance for FTSE 250  enterprise.
- Enabled Transformation to go live with a goal to double profit within 2 years.
- Developed a “Security First” Culture within the org. 
- Built in-house security team and empowered them to set their own agenda.
- Compiled a report of recomendations for the C-Suite to empower their transformation.
- Developed the consultancy’s internal security practices.

Principal Consultant

Pearson

- Designed and built a platform to support 600+ developers
- Leading architectural decision making and being the voice of security within the team.
- Leading a team of 20 DevOps engineers, training where needed and ensuring the team’s
velocity steadily improved.
- Decreased application onboarding from 3 months to 1 week.
- Decreased overhead for application teams reducing or removing non business workloads to
enable them to decrease cycle time.
- Designed and deployed an automated detection and remediation system within all Pearson AWS
accounts (~200) reducing risks by up to 80%.
- Worked with stakeholders to define account strategy for whole of Pearson.
- Implemented regular vulnerability scanning and remediation for both containers and AMI’s.
- Spearheaded migration to improved CI infrastructure, reducing run times by over 50% and
increasing stability by 30%.
- Implemented Incident response and reporting precedure and ran weekly drills, resolving
incidents 50% faster than before implemented.
- Redesigned kubernetes control plane to support multi-master and regular deploys.
- Responsible for defining and creating a contract between DevOps teams and application teams
to be able to deliver 99.999% uptime to their applications and reduce friction between teams.
- Decreased cost by 200% within development environments, by utilising automated cleanup,
elastic scaling and simplifying the architecture.

DevSecOps Lead/Architect

UK Home Office

- Leading a team of 20 within to deliver a platform supporting 300+ developers.
- Working within highly secure environment empowering critical national infrastructure.
- Implement Vault/Consul workflow for secrets and certificate management.
- Design/Implement the ability update AMI’s without data loss or downtime.
- Standardise engineering practices to increase stability across the whole environment.
- Educate security teams around the differences between cloud infrastructure and on prem.
- Work with team leads to promote containerisation within the team.
- Built out splunk for security monitoring of environments.

Lead Devops/Security Consultant

PhotoBox

- Responsible for taking a dysfunctional team with no leader and low velocity, motivating them,
clarified working procedure and increased velocity by over 100%.
- Designed new kubernetes cluster based around kops for Photobox to migrate all legacy systems
onto.
- Began work on constructing full feature monitoring and security systems.
- Worked closely with the SOC team to manage the security risks and implementing fixes,
including basic secrets management system, and cloudformation creation pipeline.
- Worked with development teams to enable them to manage their own pipelines securely within
Jenkins framework.
- Took stability from 60% uptime in the first month, over all environments, to 100% uptime in the
last.
- Liased with development leads and managers, to ensure that all goals were aligned.
- Implemented agile, to ensure that the workload was measurable, and changes were data-
driven.
- Descreased cycle time by over 40% development teams, allowing features to get shipped faster
and more frequently.

Lead Devops Consultant

- Built and Managed multiple kubernetes clusters as PAAS’ for all Home Office Digital Projects, ie.
- Consulted on the migration of highly sensitive projects onto kubernetes.
- Audited projects on security and worked with apps that were deemed vulnerable to remediate
those threats.
- Built and managed monitoring platform based on Sysdig running on premise on kubernetes and
monitoring over 200 nodes across 3 different cloud providers.
- Built and extended multiple tools to allow teams to avoid reuse of work and ensure time to
production was as low as possible.
- Worked with Neo4j to spearhead their approach to kubernetes and ensure they were able to
support it.
- Worked to ensure all users of the PAAS were able to utilise its self service offering.
- Built relationships within numerous areas within the Home Office to ensure that getting things
done was as easy as possible.
- Supported teams with running kubernetess on bare metal using PXE-boot technology.
- Interviewed and hired multiple other DevOps engineers to build the team from 5 to 15.
- Main point of contact for developers, evangelising best practices and training, both on and
individual and team level.
- Reduced onboarding time from 1 month to 1 day, through automation.
- Increased the number of development teams utilising the platform from ~10, to ~50 over a 6
month period.
- Implemented chargeback system to ensure that all costs were being allocated to respective
development teams, and ensured they still saw at least a 40% reduction in cost.

Senior Devops Engineer

Style.com

- Designed and built Kubernetes platform on AWS
- Adapted scala application to run in a scalable manner, broke application into microservices.
- Designed ci pipeline to deploy code within 5 mins of git commit.
- Dockerised and redesigned application to run on docker, be fault tolerant and scale limitlessly.
- Worked to design a tolerant solution for running Datomic on kubernetes without losing state on pod restart.

Giles is a co-founder of Rebel Astronaut, a startup that aims to make companies more dynamic, flexible, and profitable by speeding up the time from idea to product release. He is also a principal site reliability engineer at Featurespace, a leading provider of adaptive behavioral analytics and fraud detection solutions. 

With over 8 years of experience in DevOps, security, and cloud computing, he has successfully delivered and implemented multiple transformation projects for various organizations, such as the London Stock Exchange Group, Pearson, and the UK Home Office. He has extensive knowledge and skills in infrastructure as code, Amazon Web Services, and DevSecOps methodologies. He is passionate about helping companies achieve their goals by increasing their security, efficiency, and agility.

Giles Hinchcliff

CEO at SAS | Creating Moonshots

I help founders and organisations navigate moonshot-scale ambitions using a methodology derived from NASA mission design.Most strategies fail because they confuse ambition with readiness. 

Leaders commit time, money, and reputation before they have learned what actually needs to be true. I help them work out what must be learned, so they don't spend years executing the wrong thing.

I spent 25 years building and scaling businesses, mentoring 100+ university spinouts (pre-spinout and many post-spinout) across Oxford, England, and Scotland, and working as commercial lead inside the complexity of deep-tech ventures. I am not just an advisor who parachutes in. I am an entrepreneur who's built the thing.

I am currently leading the Oxford Moonshot Programme, which launched in January 2026 with 18 deep-tech founders. I am also writing a book on how big ideas become reality, using case studies from Deeptech, the Eden Project to SpaceX.

When I work with schools or boardrooms, I bring authentic Apollo mission artifacts, including a lunar module contact light and an SCE to AUX switch, as proof that this methodology is not borrowed. It is rebuilt from the best framework humanity has for achieving the impossible under extreme uncertainty.

This is for Deep-tech founders, academic leaders, CEOs, and institutions with serious capability but foggy direction.

This is not for early-stage founders looking for tips, people shopping for "support," or those wanting validation rather than challenge. If you want navigation clarity, let’s talk.

Mark Zwinderman

Universities are sitting on unrealised value in spinout equity. Very little of it converts to real cash for the universities. How do we change that? By reducing complexity.

The value to cash gap is not about the quality of the science, or the quality of the support. The past ten years have seen a tremendous development in University ecosystem support.

The issue is complexity. Building a business for the first time is genuinely hard, and the distance between world-class research and commercial reality can feel vast for founders who never made that crossing before.

The TTOs and programmes doing the best work understand this. But even the strongest institutional support has limits when founders lack a clear map for the journey itself.

What moves the needle is reducing the complexity of business building for people who have not done this before, and building real bridges of understanding between the science and the commercial world it needs to enter.

That's the work I do. Tested with deep tech founders in Scotland, England and now at the Oxford Moonshot, and designed to sit alongside what institutions are already doing well.

If you are responsible for spinout outcomes and you're thinking about how to close the gap between paper value and real returns, I would welcome a conversation.

I architect Moonshot programmes for leaders, enterprises, and regions

£17 billion. That is the annual economic reward sitting on the table for Scotland if women-led businesses achieved parity with male-led ones.

Women now start 54% of all new businesses in Scotland. The talent is there. The ambition is there. The ideas are there.

More women are starting. Fewer are surviving. The post-startup attrition rate is 61%.

We need to talk about Sequence.

The conventional investment process runs mostly like this:

Warm introduction → Pitch performance → Pattern matching → Fundamentals

Steps one to three filter for familiarity before the opportunity is ever properly assessed. By the time you get to the substance, the decision is largely already made, on non-fundamental grounds.

Fix the sequence and you recover the value.

This is a call for a Moonshot.

We don't need another programme. Not another pledge. Not more unconscious bias training. They accept the existing architecture and ask under-represented founders to perform better within it.

A structural intervention. A redesign of the investment process itself.

Mercury has already flown.

The research is unambiguous. When opportunity is assessed before identity, female-led ventures are selected at close to parity rates. The mechanism works. 

It is time for Gemini.

Build the Structured Investment Protocol (SIP). A practical framework that puts technical and commercial assessment first, before the warm introduction, before the pitch performance, before the pattern matching.

Pilot it with three investor partners through Scottish Enterprise's existing co-investment fund.

No new money. No new vehicle. No new procurement. Start now.

Run this for two years with one metric: does the percentage of capital reaching female-led ventures move?

If it does (and it will) Gemini is done. Apollo begins.

Apollo rolls it out across the full SE co-investment programme.

Not a pilot. Not a best practice recommendation.

A condition of participation.

Every investor operating with SE co-investment support applies SIP. Results published annually across the full programme. That dataset, the first of its kind in the UK, becomes the evidence base for national adoption.

Scotland becomes the proof of concept for the UK.

The infrastructure exists.

The evidence exists.

What is needed now is the decision to use them.

£17 billion is waiting to be unlocked.

If you are working on any part of this, as an investor, a university commercialisation professional, a policy maker, or a founder who has lived the sequence problem, I'd like to hear from you.

Full breakdown of the three-stage Moonshot plan (Mercury, Gemini, Apollo) on Substack. Link in comments.

Scottish Enterprise Adrian Gillespie

Things to learn next (a guide for PhDs and PostDocs)
 
You are doing some brilliant research. Maybe you had a conversation with your tech transfer office. Maybe you are just wondering "could this be a company?" Or maybe you are fed up with uncertainty, low pay and short term contracts.
 
The next 3 months you can set your direction.
 
Here's the moonshot approach. The essential learnings for people just starting out.
 
Will you be a Startup or Spinout?  Learn the Difference Early.
It is fundamental.

Talk to your commercialisation office now. Understand what IP the university claims. This decision shapes everything that follows. Your Technology Transfer Office folks are great, they know this stuff, and they will help you or get you in touch with someone who can help.
 
Figure out what kind of support is available (there’s tons)
Most PhD founders don't know what's available. Take a week and map it.
At your university:
Entrepreneurship programmes and courses
Accelerators and incubators
Proof-of-concept funding
Innovation competitions and awards
Entrepreneur-in-residence contacts
In your region or city
Local startup accelerators
Industry-specific programmes (biotech hubs, climate tech, etc.)
Regional innovation funds and grants
Founder networking events
 
Go and connect with Founders who did this
Not famous entrepreneurs. People who started where you are.
Find them as University alumni who founded spinouts or at local founder meetup events (every university city has them).
 
Go on LinkedIn and search "your university founder" and message them. People love to help. Send 20 messages and get 5 replies accepting a coffee or call.
Your commercialisation office knows who started. Who raised money and is likely to be open to a chat? ask for intros.
 
Build an informal network
Not a board. Not advisors. Just 3-5 people you can ask questions:
A founder who's been through this
Someone from industry who understands commercial applications
A peer who's also starting this journey
Someone at the commercialisation office who really cares
 
Coffee conversations. Quick calls. LinkedIn messages. Build relationships before you need them.
 
What's the ONE thing you're going to investigate this week?

The very real launch of Moonshot Factory at B4 at amazing Rhodes House in Oxford.

A group of ambitious B4 members coming together to jointly work out their path to impact and develop their Moonshot clarity over the next six months.

Wonderful to work with Richard Rosser and his B4 folks.

What a morning 🙂

No alternative text description for this image

Last night the Oxford Moonshot set out on the second Mission. At beautiful Wadham College.

A brilliant group of University of Oxford founders aiming to spinout and startup an amazing range of businesses.

Thank you to Holly Reeve for sharing her story in a really fun and interesting way. Going by conversations last night I suspect the "Holly Reeve Fanclub" may well be a thing that's coming.

The area covered last night? Difficult conversations and the skill to see things from another perspective. Non-exec Directors and the value they bring (or not!).

And all within a clear framework that breaks down a Moonshot in three clear buckets. 

Navigation (where we are going?)
Propulsion (what do we need to get there?)
Life support (how do we stay alive getting there?)

Greg Jones Dora Handrea HydRegen

The Courage to be disliked. (Ichiro Kishimi & Fumitake Koga)

I went back to reading books over Christmas, and this is Book 21 completed this year so far.

The title appealed to me as born Dutchman!

Adler and his philosophy was new to me. It's not an area I have ever really explored. Much of it, if not all, appeals. Some of it puzzles me. I may have to find similar work. Still, there's elements that grabbed me immediately.

"Someone has to start. Other people might not be cooperative, but that is not connected to you. My advice is this: you should start. With no regard to whether others are cooperative or not."

Just start. If you wait for the world to approve or agree, you'll be a while.

Just start.

80,000 hours.

That's roughly what the average professional career contains. 40 hours a week, 50 weeks a year, 40 years.

I was reading The Precipice by Toby Ord over the past weeks. Great book. Go find it.

Most of us spend the first 20,000 figuring out what we're supposed to want. The next 20,000 optimising for it. And somewhere around hour 40,000, if we're honest, a quieter question starts to nag us.

Is this trajectory actually mine?

Not the CV version. Not the dinner party answer. The real one.

I spent 25 years building businesses and the last decade working with founders at Oxford and in Scotland, and beyond on exactly this question, applied to their ventures. The methodology works. And I have been watching it work on something else entirely. 

The people themselves.

Something is in the works. A structured programme for senior professionals ready to stop optimising the wrong destination and define the biggest true thing they could do with their remaining 40,000 hours.

More soon. If the question is already in your head, drop me a message.

#Career #Moonshot #Leadership #Purpose

Today is Men's Day across much of Eastern Europe.

Not just Father's Day. Not just for heroes. For all of them.

The man who shows up without being asked. The one who listens more than he speaks. The friend who drives three hours and never mentions it again. The brother who makes the call when things get hard. The son who's quietly becoming someone you're proud of.

Today, think about the men in your life who carry things without complaint, who show up, and who make the people around them feel steadier just by being there.

And let them know. A message. A call. A drink raised in their direction.

It’s a happy day. And I always liked how it it is for all men, not just Father’s Day. Sons, brothers, friends, uncles, dads, husbands, partners.

Have a toast. Have a great day.

The UK's push to increase university spinouts makes perfect sense. That does bring with it structural risk, which is easy to miss.

World-class research. Deep intellectual capital.

So, the drive to increase spinout volume is understandable. When public funding rewards throughput, institutions will optimise for throughput.

But volume changes the structural risk profile.

When spinout numbers increase, three quiet shifts tend to occur.

Ambition thresholds become less explicit. Support resources spread more thinly. Governance conversations get deferred.

Individually, each one doesn’t sound that dramatic. Collectively, they will create fragility.

The danger is we create more structurally underpowered spinouts. Spinouts launched without clear 5–10 year ambition definition, explicit scale expectations, stage-gated progression discipline, early governance alignment, or deliberate capability mapping.

Volume can unintentionally dilute scale probability.

And when fragility surfaces later, stalled growth, misaligned boards, difficult fundraising, it's often attributed to "market conditions" or "founder capability."

In reality, the weakness was architectural.

Most universities already have strong components. TTOs, incubators, commercial champions, proof-of-concept funding, investor networks. What's often missing isn't capabilit, but integration.

Volume is a metric. Scale is impact.
If we are serious about both, structural coherence becomes more important as numbers increase.

I have been working on a framework that maps and strengthens spinout pathways under volume-driven policy, without replacing what already exists.

More on that soon.

Elon Musk says he approaches everything from first principles.

Most people nod along. But what does that actually mean in practice?

First principles thinking is a form of intellectual demolition. You strip away every assumption, every analogy, every "this is how it's always been done", until you hit bedrock. 

The irreducible truths. Then, and only then, do you build back up.

SpaceX asked "what is a rocket, fundamentally, made of?" The answer changed everything.

The reason most deep tech breakthroughs never reach the world is not a lack of funding. It is not a lack of talent. The reason is that the entire system surrounding the founder is built on assumptions that were never questioned. 

Assume the research is enough. Assume IP protection comes first. Assume a business plan is the bridge between lab and market. Assume equity ownership is the most valuable.

Strip those away and you are left with a harder, more honest truth. This is a brilliant founder with a world-changing idea is standing at the start of a mission with the wrong navigation system, insufficient propulsion, and life support that was never designed for the journey ahead.

They have a map, but it's a road map. And you can't navigate an ocean with a road map.

They have momentum, but it's pointed in the wrong direction, or not nearly powerful enough to escape gravity.

They have support, but it was built for the academic environment they're leaving, not the commercial one they're entering.

That's not a funding problem. That's a systems problem. And systems problems require first principles solutions.

If you are a Scotland based business or founder I can not urge you strong enough to register on GlobalScots.

The global network of people happy to help, talk, guide, or in some way just assist you is one of the most valuable resources I have used over the years.

Register. It's free. Free! What is free these days? Then, search by sector, geography, etc.

When you register on the GlobalScot platform, you can connect with experts from around the world 🌏

There are over 1,200 GlobalScots across 68 countries around the globe, and they are all willing to help you boost your business 📈

So if you're looking for expert advice, global connections, and fresh perspectives, GlobalScot is here to help. 

Sign up today ➡️ https://ow.ly/JCJx50YiaJh

#GlobalScot #Business

David Equi carousel.pdf

Do you want your business to be a home or a skyscraper?

We all know those gorgeous CGI renderings developers use to announce new buildings or developments. The ones that make you go "wow, I want to live there or work there!”

Those images are a little bit like pitch decks or very early business plans. Making the concept real requires trade-offs.

Are you building a home?

You need an architect. A construction company. Planning permission. Budget for skilled tradespeople. 

Do you want to build a skyscraper?
You will need deep foundations that cost millions. Structural engineers. Project managers. Years of work. Regulatory complexity. Lots of money.

And there's no guarantees the building will finish on time, or be a commercial success. The risks are substantial.

With better foundations, an expert team, major investment, you massively increase your chances of constraucting a great building. You can't eliminate the risks. Buildings still fail. Projects still overrun. Markets still shift.

However, without the right foundations and the right people you will certainly fail to build a skyscraper.

You can't build a skyscraper with a house-building team and a 50cm of foundation.

Deep tech commercialisation is similar.

Want to build a modest business? A focused product for a niche market?
You need a small team. Lean operations. Founder-led execution. Manageable.

Want to build the unicorn, or a VC backed scaleup venture? The market-transforming scale-up?

Different consequences. You will need experienced (costly) operators. Serious equity for people who know how to scale. Capital. Infrastructure. Governance. Time.

And even then? No guarantees. Just better odds.

Where scaleup problems arise early on is in teams who want the skyscraper but are not accepting the consequences that come with the choice. They want the scale without the team. The market share without the investment. The unicorn trajectory without appreciating that control and ownership will need to be quite different from when you build a house.

Not lean enough to be life-style and not bold enough to achieve a Moonshot vision. Just... neither.

Be honest about what you are choosing and accept the consequences.
Want the house? Build it brilliantly with a house sized budget and team.

Want the skyscraper? Accept what that requires, and accept that even doing everything right only improves your odds, it doesn't guarantee success.

What are you building? And are you willing to accept what comes with that choice?

Here's where I build and design with you.

Many buyers, many corporate decision-makers, walk into a meeting wearing one. 

The invisibility cloak. 

It is a psychological survival mechanism built by years of organisational life. The cloak keeps them safe. It keeps them unremarkable. It keeps them employed.

When a founder pitches, the first thing they do, usually without knowing it, is try to pull that cloak off. "Be bold! Be the hero who brought this in! Your competitors are already moving!" And the result is that the buyer pulls it tighter.

The sales insight is that you make them feel safe enough to choose to remove it themselves.

That changes the dynamics of the meeting and sales process. You are not a threat but the person who made it safe to step forward.

The cloak also explains something founders find deeply unsettling and strange. 

Why does a buyer who seemed genuinely excited go cold and stops responding?

Nothing went wrong in the meeting. The cloak just went back on when they got back to their desk and their normal work and life and emails closed in around them.

Mentally work through your Cloak Check.

Before any major pitch, run through it. Have you given them cover? Have you made yes feel safer than no? Have you identified who in the room can actually afford to be seen?

Europe in 1946 was not a great place to be. A destroyed region. Two huge wars in short succession. 

The Marshall Plan injected $13.3 billion into a broken Europe after the end of World War 2.
 
It really started with $400 million and two European countries.
 
In 1947, Truman sent aid to Greece and Turkey. A small amount to stabilise those countries against rising Communist influence. He detected a clear threat. Testable outcome. That was Mercury and the proof-of-concept flight.
 
Then came Gemini. Sixteen European nations had to learn to cooperate. A Republican isolationist senator was converted into the plan’s biggest champion. An entirely new European agency designed from scratch. Every system the mission would depend on, built before a single dollar of the main programme was spent. 
 
Only then came Apollo. $13.3 billion. Four years. Sixteen countries. Every dollar tracked. Results front-loaded so fast that by the time critics found their voice, the numbers were already proving them wrong.
 
Every participating nation exceeded pre-war GDP within four years. Europe was transformed into a stable region and the USA had created a trading partner.
 
This is the pattern that separates moonshots from fireworks. Because fireworks go straight for some big loud bang. Moonshots are also hard and require not only vision, but the right people to drive them forward when most others don't see the real mission.
 
Moonshots build Mercury move into Gemini move into Apollo.
 
Each phase de-risks the next. You learn your way forward.
 
#moonshot  #deeptech #leadership #strategy

Don’t hang around. Go do it. Make your first step. Ask for that coffee chat, sit down and make the list, read that book. First step.

This is a replica contact light from the Apollo lunar module. It sits on my desk for a good reason. It reminds me of a key question.

The function of this blue light? When the lunar module was 5.6 feet from the moon's surface, a thin metal probe hanging beneath the lander touched the ground. That contact completed a simple circuit. A blue light came on in the cockpit. Armstrong cut the engine.

That's it. No complex sensors. No redundant systems. No AI.
A metal rod and a lightbulb told them they'd reached one of humanity's most critical milestones.

When you are building something hard, a deep tech venture, a complex project, an ambitious goal, what is your contact light?

What is the simplest possible signal that says "you hit the milestone?" 

Not vanity metrics. Not sophisticated dashboards. The equivalent of "metal touches ground, light comes on."

Most founders and businesses I work with over-complicate this. They are looking for the perfect measurement, more data, more analysis, AI dashboards, when what they need is a clear signal.

So, what's your contact light right now? What simple indicator will tell you there's actual contact with the ground you are trying to reach?

Would a WiFi connected fork that measures how fast you eat be a good thing?

Or does it need a software update in the middle of a meal?

Amanda and I debate the Brilliant or Bonkers angles.

Toasters that have a password?

New episode now out! Link below for YouTube or find us on Apple Podcasts.

https://lnkd.in/ekRtpSFq

Open video: EP15   Internet connected toasters, kettles, everything on youtu.be

EP15   Internet connected toasters, kettles, everything

Hotel Pools on holiday. We just had a really cold one. Do you jump in? Stay out? Or build a personal pool heater you wear?

Time to cheer up your week with a new episode of "Brilliant or Bonkers?"

Amanda and I debate the usefulness of a wearable pool heater. Something that heats the water around you, but not the entire pool.

Good for the environment? Possible? Something the hotel can rent out?

Which leads me to wonder why hotels don't offer the chance to book and pay for a lounger next to the pool. Apparently that is really important for many people.

Nuclear powered works for the Voyager spacecraft, so why not for the pool in Tenerife?

EP16 - Personal Pool Heater out now in Apple, Spotify and on Youtube (link below)

https://lnkd.in/etfPXxtw

Open video: EP16 Personal Pool Heater on youtu.be

What would it look like if you designed the next five years of your career on purpose?

What if you didn't?

#Moonshot #Trajectory

taplio

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Mark Zwinderman

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The Battle

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Mark Zwinderman

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Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Mark Zwinderman's LinkedIn Performance

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