CEO and co-founder of Kief Studio. Full-stack developer and strategist. Perplexity AI Business Fellow. In tech since 2012.
https://ameliasgagne.com146 articles
A recommendation that assumes specific infrastructure is available everywhere may not survive contact with the actual operating environment. Hardware constraints are real, common, and routinely ignored during software evaluation.
Featured snippets aren't won by luck. Google extracts the cleanest, most direct answer to a query — and you can write specifically for that extraction.
Most technology problems are symptoms. Slow reporting might be a data governance issue, an analytics architecture gap, or a process failure that predates any software. Solving the symptom with a new tool means the problem moves — it doesn't disappear.
Most teams treat security as a final review. We treat it as the first architectural decision. The difference shows up in audit season.
Parasitic SEO exploits high-authority domains to rank content that wouldn't rank on its own. It works — until it doesn't. Here's why legitimate businesses should avoid it.
License cost is the smallest line item. Implementation, integration work, training, ongoing maintenance, and the staff hours required to operate at scale typically run two to five times the sticker price.
Individual knowledge management tools are well-solved. The organizational equivalent — institutional memory that survives turnover and scales with headcount — is harder to build and more valuable.
Most Core Web Vitals advice tells you what the metrics are. This post tells you how to fix them — with the specific changes that produce the biggest improvements for the least effort.
The 2020 SolarWinds breach compromised 18,000 organizations. The attack didn't come through a phishing email or a weak password — it came through a software update. That's a supply chain attack.
Most of what people believe about SEO is either outdated or was never true. Here are the misconceptions I see most often — and what actually works.
Recommending infrastructure that requires dedicated engineering to maintain — to a team with none — isn't a recommendation. It's a liability with a polished interface. The gap between capability and operability is where implementations die.
Gerald Weinberg's research shows that switching between two projects costs 20% of productive capacity to each. Three projects: 40%. Founders run eight simultaneously and wonder why nothing ships.
