You joined around €3M ARR — Hostinger grew 100x. What hasn't changed in those 14 years?

Everyone reaches for "customer obsession" here, and it's a line every company uses. What actually held for us is more specific: we never let ourselves drift upmarket. The default move in this industry is that as customers get bigger and more profitable, you redesign everything around them and slowly stop caring about the person paying five dollars a month. We still build for that person. The mission I joined under, getting people online without fighting the technology, hasn't moved in fourteen years; AI just took over the parts that used to hurt.

What's the first opportunity you're going after as CEO?

I come from tech/product, so there might be an expectation to point to a new product. The first thing I'm fixing is more boring than that. We were built marketing-first, with product and marketing running as two separate machines, and that split has become the thing holding us back, so we’ll be making sure we have true cross-functional teams, with marketing being an essential part of that. The less glamorous half is hiring. The biggest lever I have right now is building a way to bring in world-class leaders quickly, because at our speed, one strong leader unblocks a whole part of the company. One of the first books on business I’ve read was “The Goal” and I embraced the theory of constraints, and I embraced it a lot and constantly think about it. You only move as fast as your worst bottleneck. Everything else is busywork that feels like progress.

What's shifting inside Hostinger that outsiders don't see?

From outside, it might look like we're adding AI features, a builder here, an assistant in the dashboard. The real change is underneath. We're rebuilding how the company itself runs: teams are shipping way more and faster, a lot of support now resolves itself, and decisions that used to take weeks happen in an afternoon. Kodee is the clearest example. It started as a chatbot and is now an agent capable of performing over 500 tasks, managing complex parts of your services. We estimate it will save us somewhere around 14 million euros this year, and we can now provide support where we would draw a line before.

What did the last few years teach you about growth — and how does that shape your priorities now?

The lesson is a bit backwards: growth itself was rarely the hard part. With Zyro, we had the instincts but were trying to outspend companies we couldn't outspend, so we folded the tech into the Hostinger brand, which was the right call. The hard thing, out of a thousand people in a year, was finding one person who'd truly own a new bet from zero to one and carry it. So now I'm not chasing growth tactics, I'm leaning on the thing rivals can't copy quickly: fourteen years of building have quietly become one integrated ecosystem—hosting, domains, email, the builder, payments, agents, all in one place. Take the ecommerce engine inside Horizons. You can't just code ecommerce, so everyone else bolts on third parties that cost extra and integrate badly, while ours is native. That's the real moat, and my job is to keep world-class people compounding it.

Will you still find time to vibecode?

Sure, it's not separate from the job. Building with our own products keeps me closer to what customers actually experience than any dashboard can. It also keeps me accountable. If it's frustrating for me, it's frustrating for them. The day I stop building things is the day I lose touch with what we're actually making.