Agile Lab helps companies manage data-intensive environments. This is achieved through the creation of advanced data engineering, data governance and AI practices. Paolo Platter, CTO at the company, discusses his admiration for Cal Newport’s ‘Deep Work’ philosophy and his view on Generative AI.
Describe your current job role.
I currently serve as the Chief Technology Officer (CTO) of Agile Lab and the Product Manager of Witboost. My role is a mix of strategic leadership, technology vision and product development. As CTO, I ensure that Agile Lab remains at the forefront of data engineering and AI-driven solutions, while at Witboost, I focus on building a Data Product Management Platform that enables enterprises to maximise the value of their data.
My responsibilities span from technical decision-making, team leadership and innovation strategy to working closely with stakeholders to define the product roadmap and future directions.
What would you describe as your most memorable achievement?
During these 10 years at Agile Lab, I have had numerous achievements, from successful projects to driving technological innovation. However, the biggest achievement has been Agile Lab itself – its culture, the people we have built it around and the ability to continuously reinvent ourselves to stay ahead in a highly competitive market. While there have been many memorable milestones, my ultimate dream is still ahead, and I am fighting every day to make it real.
What style of management philosophy do you employ with your current position?
I have a very high-performance-driven approach to management. I strongly believe in hiring only the best talents, leading by example, taking risks and fostering a culture of accountability. I empower my team to be problem-solvers rather than problem-raisers. My approach is to build a magic circle of highly competent individuals who can work autonomously, make bold decisions and drive innovation.
What do you currently identify as the major areas of investment in your industry?
Currently, Generative AI is attracting the majority of investments, but I believe the market is not in a healthy state yet. While there are groundbreaking advancements, I’m not sure it will be a sustainable business model. Instead, I see long-term value in solutions that truly bridge the gap between data and business decision-making.
If you could go back and change one career decision, what would it be?
I honestly wouldn’t change anything. Every experience, even the failures, has been critical for my professional growth. When we started Witboost, we had already learned many hard lessons from Agile Lab, which allowed us to avoid major pitfalls and make smarter choices. Failure is an essential part of evolution and learning, so looking back I wouldn’t erase any of those moments.
What advice would you offer somebody aspiring to obtain a C-level position in your industry?
Don’t rush. The journey to a C-level position is about patience, persistence and continuous growth. Many people want to climb the ladder too quickly, but the best leaders are those who truly understand the business, the people and the technology. Take time to develop expertise, learn from different roles and gain hands-on experience before stepping into a strategic leadership role.
What behaviour or personality trait do you most attribute your success to and why?
I attribute my success to my extreme determination and passion. To me, succeeding in business is like being an athlete – you have to train, practice and make sacrifices that others are not willing to make. Success requires discipline, consistency and a willingness to push beyond comfort zones. I treat my career as a competitive sport, where continuous learning, resilience and execution matter more than just ideas.
What’s your go-to productivity trick?
I am a big fan of Cal Newport’s ‘Deep Work’ philosophy. My key productivity tricks include:
Blocking dedicated time slots on my calendar for deep, focused work – no interruptions, no meetings.
Ending the day by organising tasks for the next one – this drains my brain and allows me to start fresh in the morning.
Setting clear, actionable goals and staying accountable.
Avoiding unrealistic expectations – instead of shooting for the moon, I focus on consistent execution and incremental progress.
What changes to your job role have you seen in the last year, and how do you see these developing in the next 12 months?
A couple of years ago, I made a bold move – I decided to dive into product management and start from scratch. This transition has been a huge learning curve for me, as I’ve spent a lot of time reading, experimenting and even hiring a coach to accelerate my learning process.
In the next 12 months, I expect product management to become even more strategic. Companies will need data-driven, customer-centric product strategies to remain competitive and I see my role evolving to bridge the gap between technology, product and business outcomes even further.
