About
I'm Jochem de Boer.
I run Wihslon, a one-person practice. I help software teams work with AI agents, and I build software that way myself, every day. Before this: twenty years of software development, ten of them building companies and teams.
Background
Twenty years in software.
Ten of them building companies and the teams inside them. The short version, in five steps.
Building software
Twenty years of software development. Writing it, shipping it, and learning what makes it hold up.
Founder and technical director
I founded a healthcare software company, built its teams from the first hire, and sold it. Privacy, audits and medical data were part of the job.
Inside the acquirer
After the sale I worked inside the larger organisation that bought it. Startup and corporate, both from the inside.
Time out for AI
Then I took time out to go deep on AI and large language models, and to learn to build with them properly.
Wihslon
Now I help engineering organisations adopt agentic ways of working, and I build software with a fleet of AI agents myself.
How I work
Practise what I preach.
I run Wihslon as a one-person company. A fleet of AI agents does most of the building; I decide what gets built and check every result.
That is the method I bring to your teams.
I decide what gets built
What to build, in what order, and what good looks like. That part stays with a person.
The agents do the building
A fleet of AI agents writes most of the code and does most of the work in between.
The checks prove the work
Tests, CI and review prove each result before it counts. I check every one.
What I believe
Four things I work from.
Measure before you change.
Without a baseline, nobody can show later that anything improved. Most of the data already sits in Git, CI and the ticket system.
The limit is checking the work, not writing it.
Agents can work unsupervised only as far as tests, CI and review can prove their output right. Much of the job is building those checks.
It starts at the top.
Adoption without a leader who uses agents personally tends to fade within a quarter.
Tools alone barely move the organisation.
Individuals get much faster. The company as a whole mostly does not, unless the way of working changes too.
The name
Wihslon.
Wihslon is an Old Dutch word for change, or exchange: trading the old for the new. The logo says the same thing. Two lines pass each other, graphite for the old way of working and teal for the new. Where they cross, the new line passes over the old one. That is the work, in one small drawing.