From Account Manager to CTO: Why I Spent 18 Years Rebuilding Factoring Tech
In 2007, I wasn’t writing code or building tech. I was an account manager.
At the time, I was a junior member of the team, learning the ropes of the factoring industry one client at a time. I didn't realize then that I was embarking on a nearly two-decade journey that would lead me from managing portfolios to architecting the platforms that power them.
My path to becoming a CTO wasn't a straight line; it was a climb. And like any good climb, it started because I saw problems that needed solving.
Learning the "Why" Before the "How"
As I worked my way up from Account Manager to Operations Manager and eventually Portfolio Manager, I noticed a recurring theme: The friction. There was always something that needed to be plugged in, sped up, or fixed. Sometimes it was a literal computer; more often, it was a broken workflow. Because I had a natural love for technology, I didn't wait for a solution—I started building them.
2010: I built an online file management system to rescue us from the chaos of disorganized network drives.
2012: I developed an internal CRM to finally give us a clear view of our key metrics.
2014: I launched a mobile app so our clients could access their data on the go.
2016: I led a massive overhaul of our systems, integrating everything from risk highlights and KPIs to automated NOA creation.
By the time I reached the CTO desk, I hadn't just studied tech—I had lived the operational pain that tech is supposed to solve.
The Mount Everest Moment
After a decade of building internal tools, I was given the opportunity to lead the redevelopment of a major factoring management platform on the market. We had eight developers and six months. It was a thrilling ride, but it was only the beginning.
A few years later, the ultimate challenge arrived: Build a full-scale lending platform from scratch. The catch? I had less than three months.
To anyone outside the factoring world, that timeline sounds impossible. But when you’ve spent years in portfolio meetings, written the policies, trained the teams, and lived every operational role in the building, the "tech" side becomes less daunting. You aren't guessing what the user needs; you were the user.
Scaling the Peak: NN6
I committed to the journey and began the climb toward what is now the NN6 Lending Platform.
What started as a glorious MVP has grown into a sophisticated ecosystem. Today, NN6 is getting better with every update—featuring proactive alerts, integrated fraud checks, custom reporting, and built-in team communication.
But if you ask me why I did it, I won't tell you it was for the thrill of the "impossible" deadline or the desire to disrupt an industry.
The Human Side of Tech
The reason is much simpler: I love helping people achieve their goals.
When I look back at every tool I’ve built since 2007, I don't just see lines of code or database tables. I see the faces of the people who used them. I see the Account Manager who got two hours of their day back. I see the Portfolio Manager who could finally sleep at night because of a risk caught by an alert. I see the clients who found the funding they needed to grow.
Tech is just a tool, but when it's built by someone who has walked a mile in your shoes, it becomes something more. It becomes a partner.
The climb continues, and I’m looking forward to seeing who we can help next.