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I started Seamfix 18 years ago with my friends, a laptop, and very little else. We had no funding or connections. Just a problem we believed was worth solving and enough stubbornness to keep going when things got hard.
A lot has happened since then. We have grown into multiple African markets and the UK. Thousands of enterprise customers depend on our platforms every day. I have made a lot of mistakes, learned most of what I know the hard way, and built a deep belief in one thing above everything else: you have to stay close to the work. Not just oversee it. Actually get close to it.
That belief is what has me doing something right now that I want to start writing about.
Over the past few months I have been going through Seamfix department by department, sitting with our teams and rebuilding how they work using AI. Engineering first. Then product and design. Now finance. In each case I did not just point at a direction and ask the team to go there. I got in with them.
What I have been finding is different from what most of the content out there would have you expect. The tools are the easy part. The harder thing is what starts to show up in your organisation once people start working faster. Where things get held up. What old ways of doing things suddenly become visible because they are slowing everything down. What you have to change as a leader when your team starts moving at a pace the organisation was not built for.
I have been going through this in real time, inside a real company with 18 years of history. I think there are lessons here that would be useful to other founders and leaders thinking about the same things, and I want to share them while they are still fresh.
I am going to call this the Shop Floor series. Because that is where I have been finding the real lessons. Not in the strategy conversations, but on the ground, inside the work.
This is the first post. There will be more.
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