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Mijo Kristo
FOR THE PROBLEMS BETWEEN YOUR SYSTEMS

Your software works.
Your team still
works around it.

Orders get re-entered. Data gets reconciled.
One person knows which button not to press.
I find the problem behind the workaround. And fix it.

Show me the workaround
BUSINESS LOGIC × SYSTEMS ENGINEERINGFOLLOW THE HANDOFF ↓CROATIA / WORKING GLOBALLY

KEEP WHAT WORKS

You want to keep the systems that work.
You need the work between them to work, too.

That’s where I come in.

Your ERP works.

Your CRM works.

Your team makes them work together.
Manually.

Spreadsheets. Re-entered orders. Daily reconciliations.
And someone who knows how to keep it all moving.
  • ERP
  • CRM
  • Logistics
  • Field sales
  • Warehouse
  • Custom & legacy software
01 / THE INVISIBLE INFRASTRUCTUREILLUSTRATIVE WORKFLOW

Your best integration
shouldn’t be a person.

Look familiar? The software is connected.
Your people are filling in the gaps.

WORKFLOW / MANUAL INTERVENTION
↗01 / CAPTURE

Order received

Sales application

Order #1042
→
02 / THE WORKAROUND

“Ask Ana.”

Export. Check. Re-enter. Repeat.

Depends on a person
→
▤03 / FULFIL

Ready for delivery

ERP & operations

Waiting for the handoff
↳ The missing connection isn’t an API. It’s the process nobody mapped.SALES → OPERATIONS

A simplified example of my approach: map the real process, make the rules explicit, then connect the systems.

02 / SELECTED CLIENT EXPERIENCEANONYMISED · ENTERPRISE LOGISTICS
SAP × TMS × LOGISTICS

Billions of records.
Back under
control.

SAP, TMS and logistics software under growing data pressure.
An architecture intervention spanning visibility, recovery and route optimisation.

REPORTED PROJECT RESULT+22%

more goods in delivery trucks

Compared with a period in the previous year.
Client identity withheld.

READING THIS CASE

Anonymised project experience; architecture simplified for confidentiality. The 22% result compares goods in trucks with a period in the previous year. Exact dates, the load measurement unit and financial savings are not disclosed.

THE OUTCOME / INDEXED COMPARISON

Fuller trucks.
Leaner infrastructure.

The project reported 22% more goods in delivery trucks, alongside infrastructure savings centred on servers and RAM usage. The chart illustrates the utilisation improvement as a relative index, not an absolute fill percentage. No financial savings figure is shown.

PREVIOUS-YEAR REFERENCE100
PROJECT PERIOD122 +22%
GOODS IN TRUCKS · PREVIOUS-YEAR REFERENCE = 100
THE LANDSCAPE / EXPLORE EACH LAYER

Connect. Observe.
Optimise. Recover.

Explore the system landscape and the main areas of intervention.

Connected systems → anomaly detection → corrective action → recovery
INSIDE THE HANDOFF / 02

A layer that could detect problems and act on them.

A new integration layer connected the existing systems and introduced anomaly detection with corrective actions to support recovery. This made fault detection and recovery part of the architecture, rather than leaving teams to piece together symptoms across disconnected layers.

THE CHALLENGE / SCALE WITHOUT CLARITY

The data grew.
The architecture
couldn’t keep up.

Billions of records put pressure on an already complex landscape. Queries were slow, bottlenecks were difficult to trace, and the architecture lacked the visibility needed to detect resource issues early. Long-standing parts of the system had remained untouched, while manual work filled the gaps.

  1. 01

    Make the system observable.

    The work addressed the architectural blind spots that made failures and resource pressure hard to locate. Understanding behaviour across the connected systems was central to making the operation manageable.

  2. 02

    Connect detection with recovery.

    The new integration layer detected anomalies and applied corrective actions to help the system recover. Recovery became an explicit part of the system design.

  3. 03

    Improve the operation and its resource footprint.

    Route-optimisation algorithms and real-time GPS recording were added. Infrastructure work focused on servers and memory usage, contributing to savings in the hardware footprint.

01 / DELIVERY CAPACITY

+22% goods in trucks

Increase against the previous-year reference period, with route optimisation part of the wider project.

02 / INFRASTRUCTURE

Server & RAM savings

Infrastructure efficiency was a key source of savings. Financial amounts and resource-reduction percentages are not disclosed.

03 / OPERATIONAL CONTROL

Detect. Correct. Recover.

A connected layer for anomaly detection and corrective actions, supported by real-time vehicle-location data.

03 / BUILT FOR THE UNEXPECTEDINTERACTIVE WALKTHROUGH · ILLUSTRATIVE

The happy path
is easy.

REAL LIFE HAS OTHER PLANS ↙

Double clicks. Missing data. An unavailable service.
Go on. Throw something at the system.

SAME ORDER. TWO REQUESTS.ORDER TRACE / 1042
01 / WHAT ARRIVES
ORDER #1042
ORDER #1042
02 / THE SAFETY NET

Recognise the repeat

DUPLICATE CAUGHT
03 / THE RESULT01order to fulfil

The second request receives the existing result.

WHAT HAPPENS
UNDERNEATH ↓
  1. 01First request accepted with a unique order identifier.
  2. 02Repeat request matched to the existing order.
  3. 03Original result returned. No second delivery created.
THE DESIGN DECISION

Two clicks. One delivery.

A slow connection. Another click on “Submit”. The same request arrives twice. A shared order identifier lets the system recognise the repeat before creating another delivery.

04 / START WITH THE SYMPTOM

Where does
it break?

You don’t need a technical brief.
You probably already know the symptom.

01 / INTEGRATION

Same business. Different versions of the truth.

Orders in the CRM. Different numbers in the ERP. A spreadsheet holding everything together. I trace where information changes, gets lost, or arrives too late — then fix the handoff.

Let’s untangle your integrations.
05 / THE PRICE OF “IT ONLY TAKES A MINUTE”YOUR INPUTS. YOUR ESTIMATE.

You didn’t hire them
to copy and paste.

A small workaround.
Repeated by a team.
Every. Single. Day.

MAP THE REPETITION
8people
150
25min
5120
20days
131

8 people × 25 min × 20 days ÷ 60
= 66.7 hours per month

TIME INSIDE THE WORKAROUND
66.7team hours / month
Each filled block = 8 team hoursPartial blocks show partial days

That’s 8.3 eight-hour workdays
spent keeping the workaround alive.

Let’s look at where those hours go

Illustrative time estimate based on your inputs, not guaranteed savings. Annual view assumes 12 identical months. Actual improvement depends on the process and the work that can be removed.

05.B / CHANGE WITH INTENTILLUSTRATIVE ARCHITECTURE DECISIONS

Not everything
needs a rebuild.

The useful question:
what is the smallest change
that solves the real problem?

DECISION 01 / KEEP

Keep the system that knows the business.

If the ERP handles inventory and fulfilment well, preserve it. Start by understanding its rules and the interfaces it already supports.

↳ Protect what already works.
LESS DISRUPTION. A CLEARER SYSTEM.Bring one messy process. We’ll start there. ↗
06 / BUILT, NOT JUST PROPOSEDExplore my GitHub

Complexity, contained.

Open-source tools that reflect how I work: fewer moving parts, clearer interfaces, and systems that fit together.

PINECONEQDRANTvectraONE RUBY INTERFACEWEAVIATEPGVECTOR
01 / DEVELOPER INFRASTRUCTURE

Different databases.
One language.

Vectra unifies vector database clients behind a single Ruby interface. Switch providers without rewriting the integration.

View Vectra ↗
“How do I reset my password?”“I forgot my password.”≈DIFFERENT WORDS. SAME INTENT.
02 / AI INFRASTRUCTURE

A new question.
An answer you already have.

Semantic caching for Ruby. Reuse relevant LLM responses based on meaning, instead of making the same model do the same work.

View semantic-cache ↗
07 / THE PERSON INSIDE THE SYSTEM
Mijo KristoMIJO KRISTO / SYSTEMS ENGINEER

I learn how your
business actually works.

Then I work on the software.

Ten years inside enterprise software and field sales systems. Business rules buried in code. Integrations that grew one exception at a time. People making the process work despite the tools.

I work through the details, from the real workflow to the production code. Ruby, integrations, and AI are part of the toolkit. Understanding what needs to happen comes first.

Meet me through my code
08 / ONE BOTTLENECK. A CLEAR START.

Show me
the workaround.

What does your team still do manually
because the software doesn’t?

Start with a few sentences. We’ll discuss the process, the constraints, and whether I’m the right person to help.

Let’s untangle it Opens your email app with your message. Nothing is sent automatically.info@mijokristo.com ↗