Sergio Visinoni

I provide you with better Engineering Leadership via the following services:

* Fractional CTO
* Technical Advisory
* Leadership Mentoring and Coaching

Founder

Pullpo (PV 23-1)

Helping Pullpo build better products for engineering teams, one conversation at a time.

Member of the Technical Advisory Board

Volumio

I'm supporting Volumio as a Fractional CTO.
We have something big cooking, stay tuned

Fractional CTO

Grupo OLX

I'm having a blast working closely with the CEO and the tech leadership team to help Grupo OLX succeed during a critical transition period.

Tech Advisor and Coach

Lidr.co | Training great Tech Leaders

I'm a Mentor for LIDR, where I share my experience with aspiring, new and current Engineering Leaders that are looking to level up their professional skills.

Mentor

Nansen

I advise the newly minted VP of Engineering at Nansen

Technical Advisor

Aa VP of Engineering for Nansen since October 2023 I managed to achieve the following results:

* We launched Nansen 2 which improves dashboard load time by a factor of 10x to 100x, while significantly reducing costs
* Despite going through a layoff of 30% of the staff in June 2023, productivity has improved by all visible measures
* Introduced engineering metrics that are helping all our Engineering Managers have insights on potential areas for improvement in their teams
* Introduced the notion of SLOs and therefore improved reliability of our systems.
* Improved security by establishing stronger controls and processes to proactively handle vulnerabilities
* Reduced the overall cloud bill by approximately 30% when comparing the same month YoY.
* Set up an organisation that is in a much better position to deliver the next years of value thanks to better clarity in roles, responsibilities and processes
* Managed to identify and groom a successor that will take over from me starting from January 2024

VP of Engineering

NA-KD.com

With the exit of the former Chief Growth Officer who was leading the Product organisation, I was asked to take on the CPTO role. It was my decision to take this role on an interim bases since we were and are in the process of reviewing the overall company strategy, and I wanted to make sure we had clear expectations for the role(s) in Product and Engineering once that will be completed.

The key focus in the first few months is and will be around:
* Establishing clear career ladders for Product Managers and Product Designers, replicating the work done with the Engineering organisation in the previous months (WIP)
* Make sure the Product Strategy and tactics are fully aligned with the most pressing business needs that have arisen in the past few months, following significant changes in the organisation
* Focus on improving our approach around experimentation and validating hypothesis, that will ideally lead us to implement a framework such as ICE to structure our prioritisation process and discussions (WIP)

Interim Chief Product and Technology Officer

NA-KD is a direct to consumer online fashion brand that leverages technology to fuel its impressive growth. I joined NA-KD as CTO and during the first 6 months in office I focused on the following areas:

* Establish clear expectations for members of the engineering organisation by implementing an engineering career ladder framework. This framework is used to align expectation with current team members, develop personalised development plans and hire the right skills for the right job
* Develop and socialise the first ever NA-KD Tech Strategy, helping the team going from a reactive mindset of "build what you're told" to proactively manage the evolution of the tech stack
* Introduced concepts around the accelerate metrics, and helped reduce significantly Change Fail Rate in an attempt to create a stable base to then increase deployment frequency and reduce lead time for change
* Established structured processes around OKRs, goal settings and follow-up with all our empowered teams to enable autonomy within the boundaries of clearly set priorities

Chief Technology Officer

willhaben internet service GmbH & Co KG

As a board member for Willhaben I played a key role to make sure that key topics such as investment in technical capabilities and resources were deeply understood and appreciated for their strategic element in the board and in the management team.
That being my key focus, I took part to all conversations about how the overall business is operated. All in all this has been a greatly formative experience to learn how a board operates, how partners sometimes fight and often cooperate, and how the board should be there to support the Management team and not only to make unreasonable requests :)

Board Member

Adevinta

At some point I was offered to take on the responsibility of Product in addition to Engineering.

In this position, I've added the following key focus areas to my role, while delegating most of the engineering specific topics to my Director of Engineering:

* Ensure that our CPOs in each of our markets had support in defining and executing their product strategy, acting as both a sounding board and facilitator whenever such discussions required additional budget or a significant change of priorities

* Build and leverage a small team of strong product leaders that were deployed to work in collaboration with our marketplaces, helping them in two main ways: product leadership to deliver key initiatives, such as the transactional transition in Subito.it, and/or support on improving practices around product development, with a strong focus in balancing delivery with discovery work, outcome focused initiatives and the use of data for prioritising and deciding on investments.

VP of Product and Engineering for Global Markets and New Models

After the spinoff of Adevinta from Schibsted my role continued, and I was able to add more engineering resources to the team to offer dedicated support to our markets in terms of competent teams and resources deployed to help them "do the right thing".

These teams focused on two main areas:

* Backend refactoring, helping our markets moving towards an event driven architecture with a key focus around the "ad management" domain
* Frontend Enablers that helped some of our markets moving towards a modern frontend stack leveraging advanced frameworks (React, NextJS) and modern architectural patterns such as micro-frontends

All this while continuing all of the initiatives started previously

VP of Engineering for Global Markets and New Models

Schibsted Media Group

After an internal reorganisation, Growth Markets became Global Markets, with the addition of all small to medium sized markets across the Schibsted portfolio. This included Italy, Hungary, Austria and Colombia.

With the increase in size and the portfolio I started to scale up a team of experts reporting directly to me to support me run some key initiatives around the following areas:

* Tech Maturity: We developed, deployed and managed a framework aimed at assessing the maturity of each one of our assets. This was heavily influenced by the work done by the DORA institute and the Accelerate books around key tech metrics. The program was extremely successful in creating awareness around the need to invest in technology and engineering capabilities in most of our markets, with some of them - namely Subito.it in Italy and Willhaben.at in Austria - making significant improvements towards becoming High Performing organisations

* Data Convergence: we led a program so start collecting data from all our assets in a central platform that served multiple purposes, ranging from executive reporting to providing a data platform to small markets to easing the integration with smart components built centrally that needed to leverage data in order to train customised models

All this with continuing the initiatives that started with Growth Markets

VP of Engineering for Global Markets and New Models at Schibsted Marketplaces

As VP of Engineering for Global Markets and New Models in Adevinta I had focus my energy and contributions around the following areas:

* Supporting the CTOs of all the Growth Markets, which included Mexico, Chile, Morocco, Belarus, Tunisia and Dominican Republic as well as our Shpock app operating across multiple countries in Europe. The support was focused on helping them define a clear direction and strategy as well as supporting them on daily challenges
* Participate in the overall decisions regarding the business direction of the entire portfolio
* Support the New Models branch to run due diligence on prospect investments in the tech / marketplace space

VP of Engineering for Growth Marketplaces and New Models at Schibsted Marketplaces

This has been very much a one of a kind experience.
At the time when I was offered the role Schibsted was heavily investing in building up central product and tech capabilities, in a company that had historically been focused on having local teams only.
The push towards centralisation was driven by a need to increase efficiency, remove duplication of work and provide more sophisticated capabilities that would need teams of deeply specialised talents to be achieved.

During the transition, it was identified the need to setup an internal "DevRel" function to help smoothen the interactions between central teams that were building services and APIs and local teams that were supposed to leverage them within their products and brands. This represented a very unique challenge given that typical DevRel functions are outward facing and interact with the public developer community.

The role has been both challenging and rewarding, despite the fact that it disappeared one year later due to a further reorganisation in Schibsted.

The key achievement during that period was something we called "The Reboarding Program". This is a program I designed, implemented and executed with the support of many members of the organisation as well as external consultants.

The program consisted of a one week of intense sessions held in one of our offices in Barcelona. The target population were all the Engineers, Designers and Product Managers coming from our "Emerging Markets". These markets where the fist wave of companies that were supposed to adopt a new marketplace platform that was being built in our tech hubs across Europe. This represented a total population of about 250 employees and was executed in less than 6 months, leading to great results.

Engagement metrics were super high, and I got plenty of reports from local leaders on the lasting impact that the training had on the people that went through it.

Director of Engineering - Developer Relations

I help companies and individual improving the ROI of their engineering teams.

These are the problems I will help you with:

❌ Lack of strong leadership in the engineering team
❌ Unclear structures and roles in your team
❌ Unclear strategy and direction for your engineering team
❌ Lack of business alignment
❌ Low productivity
❌ High Technical debt 
❌ Lots of incidents and outages
❌ Frictions between the engineering team and other areas
❌ Lack of clear career paths for members of your team
❌ Need for mentoring and coaching of individuals in the management and leadership journey.

As I've been in the tech industry for more than 20+, 15 of which in leadership positions, I've learnt a great deal about how to solve such common problems in engineering teams in both big and small companies.

I offer my services as:

✅ Business minded Technical Advisor 
✅ Consultant on specific projects
✅ Fractional CTO for companies in need for a part-time expert
✅ Coach for individual leaders who want to accelerate their career growth

I can work both with companies that need help to improve the value generated by their engineering teams as well as individuals that want to become better leaders and managers.

📝 I share generously my expertise both via LinkedIn and via my newsletter "Sudo Make Me a CTO" that invite you to join.

📲 If you have problems with your engineering teams, or with your own career journey please reach out.

📅 I'd be delighted to have an initial complimentary 30 minutes call to get a better understanding of your situation and come up with a tailored offer to help you see visible improvements in a reasonable time frame.

🤝 Let's connect!

I finally sat down and tried something I’d been avoiding for far too long: creating my first real 𝗪𝗮𝗿𝗱𝗹𝗲𝘆 𝗠𝗮𝗽.

I wasn’t expecting it to teach me so much, not just about the technique, but about my own business. And honestly, if you’ve been curious about 𝗪𝗮𝗿𝗱𝗹𝗲𝘆 𝗠𝗮𝗽𝗽𝗶𝗻𝗴 but never dared to start, this might be exactly what you need.

I just published a new article where I share 𝗺𝘆 𝗳𝗶𝗿𝘀𝘁 𝗿𝗲𝗮𝗹 𝘀𝘁𝗲𝗽𝘀 into Wardley Mapping, not the polished, theoretical version you see everywhere, but the actual process I followed to understand it, mistakes and all.

👉 𝗬𝗼𝘂 𝗰𝗮𝗻 𝗿𝗲𝗮𝗱 𝗶𝘁 𝗵𝗲𝗿𝗲: https://lnkd.in/dHz4DdRw

This whole journey started thanks to Susanne Kaiser’s latest book, Architecture for Flow, which introduced me to the approach.

From there, I jumped into the work of Simon Wardley, watched his excellent intro videos, and explored the practical angle through Ben Mosior’s “Minimum Viable Map” perspective.

𝗜𝗻 𝘁𝗵𝗲 𝗮𝗿𝘁𝗶𝗰𝗹𝗲, 𝗜 𝗯𝗿𝗲𝗮𝗸 𝗱𝗼𝘄𝗻:
 ✨ the resources that genuinely helped me progress
 🛠️ how I moved from “I should try this one day” to actually drawing my first maps
 🔍 why mapping my own business revealed things I didn’t expect
 ➡️ what I’m planning to explore next with this practice

If you're curious about strategy or want a behind-the-scenes look at someone learning in public, this one might resonate with you.

And if you already practice Wardley Mapping, I’d genuinely love your thoughts.

#wardleymaps #strategy #learninginpublic #systemsthinking #productleadership

(Thanks Susanne Kaiser, Simon Wardley, Ben Mosior for the insights and inspiration.)

CTO | Tech Advisor | Mentor | Newsletter Author

bd buddy

Co-Founder & CTO

Delivery Hero

Company:
As the world’s leading local delivery platform, we work with a large global ecosystem of riders, restaurants, shops, and partners. From prepared meals to groceries, flowers, coffee, and medicine… we deliver whatever you need – fast, easy, and to your door.

Responsibilities:
* Refactored part of the platform to gain product effort and increase revenue by 65% YoY.
* Created a project and then led a team with innovative solutions to reduce time to market(10x) and achieve ambitious business goals about scaling and adding new products.
* Reduced go-to-market time by up to 2 times by new infrastructure, CI/CD optimization, and new architecture/solution according to business needs.
* Created initial version of SDKs(iOS, Android, Web. Flutter) for partner integration.
* Participated in guilds to drive new and innovative solutions/best practices.
* Built the front-end and back-end chapters in the department.
* Aligned observability, monitoring, and alerting tools across the tribe.
* Created tribe-level rules and best practices for frontend and backend engineers.
* Worked with C-level executives on hiring process improvements.
* Supported customer requests including on-call and incident management.
* Coached and mentored engineers about technical and personal growth.

Stack: JS/TypeScript, ReactJS, NextJS, MobX, TravisCI/DroneCI/GH Actions, ES6+, TypeScript, Bash/Shell, Webpack, jest/@swc, Swift, Android, Golang, k8s, Terraform, Docker, Cloudflare, GCP, AWS.

Staff Software Engineer

Senior Software Engineer

EIS Ltd

Company: 
EIS is an insurance software company that enables many of the world’s leading insurers to innovate and operate like a tech company: fast, simple, agile. Our cloud-native platform for high-velocity insurance enables insurers to grow by realigning their business model around the customer.
"Speed to market is more important than ever in the insurance industry. Insurers with core systems that are able to support rapid introduction of new products and new ventures have a distinct competitive advantage."

Responsibilities:
* Collaborate closely & efficiently with product management and other departments to build new products(including PoC) and features according to the business requirements with technical solutions with best practices;
* Experience in consulting internal and external teams about technical questions(8 teams at least);
* Experience in maintaining and improving stability, performance, scalability & security of the systems and services you own;
* Strong analytical and problem-solving skills with clear business focus, refactoring legacy, provide efficient solutions and approaches;
* Experience in mentoring and growing your people and teams on a daily basis to form an excellent engineering organization and culture, introduction for engineers in the company from Zero to Hero;
* Experience in creating documentation, guidlines, workshops for engineers to keep focus on business value instead spread it on tech debs;

Stack: JS, ReactJS, MobX, Jenkins, ES6+, TypeScript, Bash/Shell, Webpack, Storybook, Lerna(Microfrontends), enzyme.
Sub-Stack: JavaCodeGen, RxJS.

Team's size: 8+

Lead Software Engineer

Skywind Group

Company:
Successful international mobile and social gaming software development company. Minsk office is a part of a vast multinational group of companies that has offices worldwide and employs thousands of professionals in IT technology, design and marketing

Responsibilities:
* Experience with building teams from scratch as well as joining established teams as a tech/team/architect leader.
* Experience in maintaining and improving stability, performance, scalability & security of the systems and services you own;
* Experience in creating documentation, guidlines, workshops for engineers to keep focus on business value instead spread it on tech debs;
* Experience in mentoring and growing your people and teams on a daily basis to form an excellent engineering organization and culture, resolving conflicts;
* Collaborate closely & efficiently with product management and other departments to build our products and features.

Project 1:
Details: New version of lobby for customers.
Team size: 4
Stack:
 ReactJS, NextJS, Redux, Redux-saga, Docker, socket-io, REST API, TypeScript, NPM packages, Jest, Mocha, Enzyme, NodeJS, Storybook.


Project 2:
Details: Gambling widget for help our business make users game-time effectively.
Team size: 4
Stack:
 ReactJS, PReact, Svelte, Redux, Redux-zero, MobX, Docker, socket-io, REST API, TypeScript, JFrog, Jest, Mocha, Enzyme, NodeJS, Python(v3)

Technical Lead Developer

Full-stack engeener
Project #1
Position: Full-stack engeener.
Team size: 13

* Created UI.
* Developed Back-end(Node.js).
* Worked with proxy on NodeJs.
* Developed Api for exchange data with ServerApi.
* Api for back-end NodeJS.
* Created integration with different providers.

Stack: ReactJS, Redux, jest, mocha, NodeJs(+proxy), firebase, socket.io, riot, svelte, docker, jenkins, typescript.

Project #2
Position: Full-stack engeener.
Team size: 7

* Created UI(landing page, BO, features).
* Create integration with API.
* Developed Back-end(Node.js).
* Developed Api for exchange data with ServerApi.
* Developed new features.

Stack: ReactJS, Redux, jest, mocha, NodeJs, socket.io, PReact.js, redux-zero, docker, story-book, typescript, redis, kafka, jfrog, kubernetis, mongoDB.

Full Stack Engineer

SourceZon

SourceZon is a supply chain sourcing and networking platform focused on sourcing and marketing.

We help buyers to source exactly what they are looking for as well as help suppliers to market their products and find new customers or business partners in new markets. 

Please follow and signup for upcoming early release. Please send all your questions and requirements to support@sourcezon.com

Should you like to be listed in our database please request access to our platform via the same email.

Mission
To make sourcing the most effortless and joyful process in supply chain

Vision
To create opportunities for every business in the global market

Software Developer

SivinTech

Company:
Software development company with a strong team of senior experts, catering for its global clientele with innovative cost-effective solutions across different industry verticals.

Responsibilities:
* Collaborate closely & efficiently with product management and other departments to build new products(including PoC) and features according to the business requirements with technical solutions with best practices;
* Strong analytical and problem-solving skills with clear business focus, refactoring legacy, provide efficient solutions and approaches;
* Proven ability to think innovatively, problem solve systematically, collaborate cross-functionally, and work through to a solution to ambiguous problems.

Project 1:
Team size: 5 developers
Role: Full-stack developer
Stack: ReactJS + Redux / React-native
Sphere: Education

Project 2:
Team size: 2 developers
Role: Full-stack developer
Stack: ReactJS + GraphQL

Project 3:
Team size: 2 developers
Role: Full-stack developer
Stack: GraphQL + Node.js

Project 4:
Team size: 2 developers
Role: Full-stack developer
Stack: Node.js

Senior Engineer Software

Softarex Technologies, Inc.

Project 1th
Team size: 2 developers
Role: Backend developer
Stack: Node.js, ReactJS + Redux, socket-io
* Refactoring and develop modules on Node.js
* Create socket intagration
* Work with q-loud API sensors

Project 2th
Team size(Frontend): 2 developers
Stack: ReactJS +  Redux, Socket-io, Java(backend), Swagger, Jenkins, Docker
* Create business logic layer on front-end
* Created socket integration + notification
* Create architecture and refactoring started bad way code
* Create modules and components
* Integrate with server API by REST API

Project 3th
Team size(Frontend): 3 developers
Stack: ReactJS +  Redux, AngularJS 2, Jenkins, Docker
* Create business logic layer on front-end
* Created socket integration + notification
* Create architecture and refactoring started bad way code
* Create modules and components
* Integrate with server API by REST API
* Facebook integration
* Code review

Other duties:
* Write professional article
* Go to conferences
* Technical interview 
* Mentoring

Middle Full Stack Engineer

Resilio, Inc.

Full stack Developer. 
* Developed modules on BackBone
* Supported and create modules on NodeJS 
* Developed and support UI(using SASS, HTML5, CSS3 BackBone templates) 
* Worked with sockets 
* Worked with fileStorage 
* Created modules with C3.js, D3.js 
* Worked with datatables.net 
* Created flexible layabouts 
* Worked with handlebars.js
* Worked with Gulp
* Created API Documentation 
* Implemented API Documentation in the project
* Created test on python(full-test), tests for UI logic with Chai and Mocha
* Created services and middleware for REST API and working with Client side
* Worked with migrations to the new database version
* Worked with SQLite
* Worked with JIRA, Git, Jenkins
* JSON, AJAX, etc..

Frontend developer

HQSoftware

* Created UI
* Developed Back-end(Node.js)
* Developed Api for exchange data with ServerApi
* Worked with Streamer Server
* Project on react-native for mobile
* Api for back-end NodeJS
* Worked with Mongodb.

Web Development Engineer

Co-Founder @BD Buddy | Author of The Engineering Edition Newsletter | Staff Software Engineer @ Delivery Hero

I am a results-driven Staff Software Engineer with over 8 years of extensive experience in the software development field. My entrepreneurial spirit, coupled with a passion for solving complex problems, has driven me to excel in developing large-scale systems and creating innovative solutions.

Throughout my career, I have been dedicated to building high-performing engineering teams and fostering a collaborative environment. Leading by example, I strive to inspire and empower team members to reach their highest potential, driving them toward success. I am a firm believer in the power of effective teamwork and constantly work towards building cohesive and efficient teams that deliver exceptional results.

One of my core strengths lies in my ability to develop and implement robust systems architecture. With a strong background in computer science, I bring a solid foundation of technical knowledge to every project I undertake. This enables me to design solutions that are not only scalable but also sustainable, ensuring long-term success for the products and services I develop.

I am equally proficient in both backend and frontend technologies, allowing me to address challenges and deliver end-to-end solutions. Additionally, my experience in infrastructure has provided me with the necessary skills to streamline development processes and ensure smooth deployments.

As a proactive problem solver, I thrive in dynamic environments, tackling challenges head-on and unblocking others along the way. I am constantly seeking opportunities to apply critical thinking and creativity to find innovative solutions, pushing the boundaries of what is possible.

Moreover, my passion for knowledge sharing has driven me to actively contribute to the engineering community. Through mentoring, conducting workshops, and speaking engagements, I aim to inspire and educate others, helping them grow their skill sets and excel in their careers.

If you are seeking a highly motivated and adaptable Staff Software Engineer with a strong focus on problem-solving, team building, and knowledge sharing, I would love to connect with you. Let's collaborate and drive impactful results together.

Areas of Expertise:
- Computer Science;
- Frontend Development;
- Backend Development;
- Infrastructure;
- Systems Architecture;
- Problem Solving;
- Team Building;
- Leadership;
- People management;
- Knowledge Sharing;
- Collaboration;
- Public speaking;
- Mentoring;
- Coaching;

Anton Churyn

I had a realization that changed how I see myself.

Here is what I used to believe:
Self sabotage meant I was broken and needed fixing.

I would watch people try to break themselves down and wonder why some fell apart while others became incredibly strong.

What I did not realize?

I was trying to destroy a fundamental value: 
The very foundation from which all my other values, talents, and best qualities grow.

For me, it was family. 
This value was rooted in me since childhood.

After a conversation with a friend, I understood something profound:

Each parent carries a unique set of personal values formed throughout their life. 

A child becomes a blend of these two systems.

That is why we see people who combine traits that do not naturally match, like calmness paired with big ambition.

This is not a contradiction. 

It is a working together of two parts.
It is the creation of a new core made of two parts. 
And from these two basic parental value sets, new personal values emerge.

The reframe that changed everything:

→ "I need to destroy my old self"
↳ "I need to understand my foundational values"

→ "My contradictions are flaws"
↳ "My contradictions are the blend of two value systems"

The mindset shift that creates clarity:

↳ Your core values are not obstacles, they are your foundation.
↳ Understanding where your values come from is understanding yourself.
↳ That understanding becomes the foundation for change, strength, and growth.

Stop trying to destroy the foundation you are standing on.

What is one value shaped by your family that you have been fighting without realizing it?

Co-Founder @BD Buddy | Shaping the Leaders of Tomorrow | Author of The Engineering Edition Newsletter

Did you ever stop to think about living your life?

We are constantly busy living for others,
making someone else happy.

Helping them rise despite our own goals and needs.

It hit me hard when my coach asked:

"Are you happy?"
I was speechless.

Then came the thought that turned everything around?

"What makes you happy?"

We are so caught up in comparing ourselves,
living as servants to others,
that we lower our own bar of happiness.

Don't fall into this trap.

All you give to others should come from within,
not the other way around.

Avoid this foolish mistake :

→ Define the harsh truth
→ Set clear boundaries

There's a world of difference between:
Doing X for Y vs Doing X with Y.

Remember:
The more you do for others,
the less happy you become if you are not taking care of yourself.

Instead:

→ Do together.
→ Rise together.
→ Honor your deepest values.

Curious how to start?

Make a reflection list:

→ What I want to do.
→ What I don't want to do.

Begin small:
Each week, choose one from each list.

You will see the difference.
You will feel it.

P.S. When was the last time you put yourself first?

I used to think love meant saving people. 

Now I know it means something different.

Here is what I used to believe:

Good relationships meant protecting people from their mistakes.
I would see someone struggling and immediately try to rescue them.

What I did not realize?

My rescuing was stopping their growth and mine.

Coaching helped me understand I am moving in the right direction through leadership, not rescue. 

It changed my people pleasing into the ability to guide and support instead.
This changed how I view partnership.

In true partnership, you do not stop someone from making the mistakes they need to make. 

You continue to see the light in them and inspire them to move in the direction they choose, but only to the extent they trust you.

Think of it this way:
We all carry our own mental models of the world. Imagine your path as a road with walls along it.

You may see those walls as solid and impossible to pass.

Your partner may see something different: a wall that can be climbed, walked around, or passed through by finding a hidden doorway.

Sometimes what you see as an obstacle only exists in your mind, and the presence of another person helps you see that.

This is the Michelangelo effect: 
Two people who help one another become better, like shaping your best self while your partner points out where refinement is needed.

The reframe that changed my relationships:

→ "I need to fix their problems"
↳ "I need to trust their process"

→ "Love means stopping their pain"
↳ "Love means seeing their light through their pain"

Stop trying to save people from the journey that is shaping them.

What is one way you have been "helping" that might be holding someone back?

People can tell when you are running on empty.

Here is what most people believe:
If they just work harder, push more, say yes to everything, they will eventually feel fulfilled.

Take on every project.
Help everyone who asks.
Be available whenever needed.

What they do not realize?
They are letting people use them as a personal bank while their own vault is empty.

The truth about energy and relationships:

People naturally move toward those who deposit into their vault. 
Someone who brings clarity, calm, direction, or encouragement.

There is nothing wrong with that. 
Humans stabilize one another.

Trouble begins when someone running a deficit tries to use you as their emotional bank.

You become the one supplying reassurance, organization, emotional regulation, guidance, or patience.

At first, it feels good to help.
But over time, the withdrawals pile up.

Their expectations become heavier.
Their disappointment hits harder.
Their frustration lands deeper.

The relationship becomes tilted. 
Not because anyone is wrong, but because the ledger is real.

This is true in engineering teams, families, friendships, and leadership.

A team that only withdraws through emergencies, poor communication, unclear roles, and constant firefighting eventually collapses under invisible debt.

A leader who deposits consistently through clarity, feedback, boundaries, and psychological safety creates a surplus that everyone benefits from.

Energy is always transactional, whether we acknowledge it or not.

The shift happens when you stop being everyone else's bank and start managing your own vault first.

Because when your vault is empty, you have nothing real to give anyone.

More on this soon. 

But first, check your own balance sheet today.

Are you depositing into yourself? Or only into others?

You have spent years wondering why you feel burned out despite doing all the right things.

The answer is simpler than you think.

It is the personal balance sheet.

Not one made of money or assets, but of energy, attention, patience, creativity, and health.

Picture this:
You wake up each morning with 100 coins in your vault.

Every action either deposits coins or withdraws them.

Some deposits are small: 
A five minute walk, a glass of water, a moment of stillness.

Others are bigger: 
Rest, meaningful reflection, deep connection, a workout you enjoyed.

And then there are the withdrawals:

Rushing. Arguing. Multitasking into oblivion.
Saying yes because you are scared to disappoint.
Stretching beyond your limits. Ignoring your signals. 

When you start thinking about life through this lens, everything suddenly makes sense.

You can spend the day doing positive things and still end the evening drained.

None of this is an emotional mystery. It is arithmetic.

The sneaky withdrawals cause the most damage:

→ Saying yes because you are scared to disappoint
→ Carrying problems that are not yours
→ Pretending you are fine when you are not

These are tiny leaks. 
And like a pipeline with a pinhole, they become catastrophes if ignored.

The shift happens when you ask three questions every day:

What drains me?
What restores me?
What small shift can I make today?

Remove one recurring drain, and you free more energy than you expect.

When your vault gains strength, everything changes: clarity returns, creativity comes back, patience expands.

You become your own bank again: 
Self sustaining, reliable, resilient.

Read the full article from my Newsletter edition in the comments below.

What is one small withdrawal you could remove from your life today?

You did everything right today and still ended the evening completely drained.

Morning run. Check.
Helped a friend. Check.
Productive work. Check.
Healthy meals. Check.

So why do you feel emptier than when you started?

Here is what you need to understand:

Life is not a scoreboard of good intentions.
It is a balance sheet of energy transactions.

You can do positive things all day and still end up in the negative.

Because while you were depositing energy in some areas, you were bleeding it in others without realizing it.

The constant context switching at work.

The guilt driven yeses.
The unrealistic deadlines.
The multitasking that left you scattered.
The arguments you could not walk away from.

Those withdrawals were bigger than your deposits.

And here is the part most people miss:
When your vault dips below zero, you start borrowing on emotional credit.

It works for a while. 

You push through. 
You ignore the signals.
You override your instincts. 

But credit always comes due.

The body collects. 
The mind collects. 
Relationships collect.

Think about it this way:

What if you woke up with 100 coins each morning? 
What would you spend them on? 
What would you protect them from?

More on this soon.

For now, ask yourself: 
Are you actually depositing more than you are withdrawing?

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The Battle

Sergio Visinoni

Anton Churyn

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The Battle

Sergio Visinoni

Anton Churyn

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Posts

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);}Sergio Visinoni's LinkedIn Performance

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Performance ScoreSergio Visinoni's LinkedIn Performance