Years ago, I was standing by a classroom door after teaching the last session before exams. It was an algorithms crash course. I was twenty-five, and most of my students were only a few years younger than me. I called them friends.

As they left, one student walked up to me and said, “Thank you, sir.”

Then they bent down and touched my feet for blessings.

I froze.

At first, I thought they had dropped their notes. Then I felt the touch, and something ran through me that I still struggle to name. It was not joy. It was not shock. It was disturbance, but not in a bad way. It was the disturbance of realizing that your work had reached another human being more deeply than you understood.

I could not offer a blessing with words. I do not remember much of the rest of that day.

But I remember the feeling.

Relief.

Not relief from work. Relief that the work had mattered.

That moment did not create Sickr. Sickr came much later. But that moment gave me an emotional standard for work: real work should make a human being feel seen, trusted, useful, and connected to impact.

That belief has stayed with me through every phase of my career.

I came to the United States looking for a better life. My first company was Bloomberg. I applied for an internship from the basement of NJIT’s media services, late at night, on a bad connection. I was almost certain the application had not gone through. I closed my laptop in frustration and walked away.

The next day, I received an email asking me to schedule an interview within forty-eight hours. The interview lasted about fifteen minutes. I was hired over the phone.

I felt relief that day too.

Bloomberg became the place where I grew up as a builder. I spent more than a decade and a half surrounded by financial tools, data systems, market workflows, and products that serious professionals used every day. I worked across capital markets technology: multi-leg and delta-neutral options tickets, real-time CEP-based analytics for equities, liquidity distribution and venue analysis, feeds, treasury benchmark series, market depth, and research tooling.

I was never only one kind of engineer. I was the person who could walk into an unfamiliar part of the stack, understand the shape of the problem, and find a way through it.

Bloomberg also shaped my taste. It showed me what powerful financial infrastructure feels like when it is deep, connected, and useful. It also gave me a lasting appreciation for the Bloomberg Terminal: not merely as a product, but as a serious workbench for discovery, conviction, and decision-making.

In 2021, I moved south to be closer to childhood friends and family, and joined Amazon. The next four and a half years taught me how modern cloud systems work at scale. I learned a different way of building, a different operating rhythm, and a different standard for infrastructure.

Then, in late 2025, Amazon laid me off.

That should have felt only frightening. My family depended on that job. But beneath the uncertainty, I felt another kind of relief. I did not fully understand it at the time. I sat quietly for a while, trying to figure out what came next.

The answer came from a problem I could not stop thinking about.

I had spent years around expensive, powerful financial tools. I also had a personal passion for investing in equities, forming conviction from fundamentals, alternative data, signals, and research. I wanted to build an equity research platform for people who could not afford an expensive Bloomberg Terminal, but still deserved serious tools.

So I started building.

For three months, I worked intensely on the platform. I used AI agents heavily. Codex for some things. Claude for others. Over time, I built a mental model of which agent was good at what. I began assigning work to them the way a manager assigns work to teammates.

At first, it felt liberating.

Then it became overwhelming.

There were too many ideas. Too many small fixes. Too many data quality issues. Too many half-started improvements. The more I built, the more work I discovered. The list kept growing faster than I could organize it. I was producing more ideas than I could possibly implement, even with agents helping me.

I was also losing track of good ideas. I would start one thing, find a related problem, get pulled into that, then realize the agents were drifting because the process around them was weak. I was glued to my desk for fourteen hours at a time, supervising, correcting, prompting, reviewing, redirecting.

That was the contradiction.

AI had made execution faster, but it had not made work calmer. It had increased my capacity, but it had also increased the coordination burden. I had not removed myself from the loop. I had trapped myself inside a larger loop.

That is when the real insight arrived:

Agents do not only need prompts. They need a work system.

If I was going to run a company or product with AI agents, I could not treat them like magic tools. I had to treat them more like very capable team members. They needed tickets. They needed roles. They needed process. They needed controls. They needed governance. They needed a human supervisor. They needed to be planned, reviewed, implemented, monitored, evaluated, and deployed.

That became PRIMED:

Plan. Review. Implement. Monitor. Evaluate. Deploy.

Every thought had to become a tangible problem statement. Every problem had to move through a visible workflow. Every agent action had to be observable. Every behavior had to be gateable. Every output had to be reviewed against the standards of the operator.

I built a prototype for myself: a governance and workflow layer where I could enter issues, assign the right agents, attach skills and rules, and let the system move work forward with process instead of chaos.

It was rough at first. I revised it many times.

Then one day, the first piece of work completed end to end without my intervention.

I looked at it and said, “It’s so sick.”

That is how Sickr was born.

Sickr began as a side path from my equity research platform, but it quickly became the more fundamental problem. The future workplace will not be purely human, and it will not be purely automated. It will be hybrid. Humans and agents will work together. The hard part is not simply making agents more powerful. The hard part is integrating them into real work without losing control, accountability, context, ethics, or human satisfaction.

That is the problem Sickr exists to solve.

Sickr is a governance, control, process, and automation layer for human + agent teams. It helps operators convert ideas into structured work, move that work through their preferred process, and keep agents aligned with the way their organization actually functions.

You may not use PRIMED. Your company may have its own process. Your team may plan, review, test, approve, release, and audit differently. That is exactly the point. Sickr is not here to force every workplace into one rigid model. It is here to make agentic work customizable, observable, auditable, and accountable to the human operator.

Because autonomy without governance is not productivity. It is risk.

If we audit humans, we must audit agents. If humans follow process, agents must follow process. If human actions are accountable, agent actions must be accountable. If humans are bound by ethics, agents must be bound by rules. If teams require trust, agents must earn trust through visibility and control.

The goal is not to make humans feel less necessary.

The goal is to make human judgment more powerful.

AI should not reduce people to prompt writers, reviewers, or babysitters. It should let people operate at a higher level: defining intent, setting standards, making decisions, shaping taste, protecting quality, and turning more of their ideas into real outcomes.

Your desk time should not be the measure of your hard work. Your ideas, judgment, standards, and contribution should be.

That is why the classroom moment still matters to me.

That student did not thank me because I had spent a certain number of hours preparing. They thanked me because the work had reached them. It had helped them move forward. It had made a difference they could feel.

That is the kind of work I want Sickr to protect.

After a month with Sickr, I want you to feel relief.

The relief of finally putting down the weight of constant supervision. The relief of seeing your ideas become organized work. The relief of knowing your agents are not rogue, but governed. The relief of having a team that can move while you are not glued to the desk. The relief of knowing that your contribution still matters — maybe more than before.

I have always felt most real when solving real problems. Bloomberg gave me depth in financial systems. Amazon gave me depth in cloud systems. Building my own research platform exposed the operational truth of working with agents. Sickr is the product of all three.

My promise is simple.

I will work hard to give you your creative freedom back. I will work hard to help you solve problems more easily, without asking you to surrender control. You will have full control over your work and your data. I will not sell your data through a back door. I will not dress up an outage as a feature. I will charge with humility so that I do not have to compromise my principles for money.

And Sickr will carry an operating conscience.

That is my story.

Sickr exists to make the future of work faster, safer, more governed, and more human.