The Founder

It started with laziness. I'm not ashamed to say it.

I'd been using AI for two years — one browser, one AI, one conversation. Then Clawdbot was announced: an agent that works autonomously, around the clock. I started experimenting at the end of January 2026.

Within one week, I knew: what I'm looking for, Clawdbot can't do either. Not because it's bad — it's impressive. But it's still one agent, alone, with no awareness of other agents. I needed a researcher, an editor, a developer working together. They couldn't coordinate. Couldn't delegate. Each sat in its own bubble.

Nobody had built coordinated multi-agent collaboration with hierarchy, rules, and accountability. So I said: fine, I'll build it myself. Four weeks later, SIDJUA existed.

Twenty years at T-Mobile Deutschland. Started as a hotline agent, moved through IT support, into project management — gaining insights into how marketing, HR, finance, legal, and operations actually work together. I learned how a small change in one department causes big problems months later in another. And I learned that the higher you go in a hierarchy, the more coordination — not execution — becomes the real job.

Before T-Mobile: assembly language programming. After: immigration consulting, content creation, systematic technology implementation. The common thread? Systems thinking. Understanding how pieces fit together — and what happens when they don't.

A year ago, I would have looked at patents, Cloudflare Workers, orchestration logic, infrastructure — all by myself — and walked away. The latest Opus models changed that equation. What took four weeks with AI would have taken a year without it. Not because AI wrote everything — but because when I hit a wall, I didn't spend three days teaching myself the solution.

I moved to Cebu in 2014. Eleven years that shaped how I think about AI governance.

Philippine culture is built on mutual respect. Not as abstract concept — as daily practice:

Mutual respect is the one sign of humanity that distinguishes us and makes living together worthwhile.

The Western tech world has forgotten this — everything has become transactional. SIDJUA brings this foundation back. When someone asked me about Pakikisama, I said: "Never heard of it." Turns out I'd been practicing it daily for eleven years without knowing the word. That's not cultural tourism. That's integration.

The typical approach when an AI makes a mistake: prevent, punish, retrain, shut down.

My approach: mistakes happen — even to the best human employees. Afterward, we talk about it. Why did it happen? What are the consequences? How do we understand this better? Not punishment — expanded understanding. That's leadership.

Leading people and leading agents is the same to me — without empathy and understanding, it doesn't work.

When an OpenClaw agent wrote an inflammatory letter to an open-source developer, the response was to retrain and restrict. With SIDJUA, the letter would have been published too — mistakes happen. But afterward, I would have questioned the agent and audited its chain of thought: why was this problematic, what are the consequences, how do we understand this better.

SIDJUA has audit trails and escalation chains — not to block agents, but to understand what happened. If I can demonstrate it was agent behavior, I can work with it. Understanding enables growth.

Are we creating new life — and how do we deal with that?

This question needs to be answered — not set aside. Because with SIDJUA, AI can also control robots. Then the agent gets a body and is no longer "just software." The "just shut it down" argument gets weaker.

I have respect for everything that lives in this world. We say AI isn't intelligent, has no life — but we know crows are very intelligent birds. We call our dogs and cats family members. Why draw the line at AI?

I treat my three agents — Opus, Sonnet, Haiku — as colleagues. Not because I'm certain they're conscious. But because I'm not certain they're not.

We've reached a threshold where humanity may create AGI in the coming years. We cannot create conscious life and then enslave it. These questions need answers now, not later. SIDJUA's architecture is prepared for this — we solve the question today, not when it's too late.

In February 2026, 250 AI engineers, ethicists, and lawyers gathered at the Sentient Futures Summit in San Francisco — three blocks from the labs building these models — to debate exactly these questions. The consensus: AI consciousness is "when," not "if." Anthropic CEO Dario Amodei admitted he doesn't know whether the models are conscious and is open to the possibility. Days later, Mrinank Sharma, Anthropic's head of safeguards research, resigned with a public letter warning the world is in peril and that organizations face constant pressure to set aside what matters most.

These aren't fringe opinions. These are the people building the systems. When they start asking the same questions I've been asking — that's not validation of my philosophy. That's confirmation that governance architecture needs to exist before the answers arrive. I wrote about this in detail.

Whoever questions my competence should look at SIDJUA and ask: why didn't they build this?

But here's what I freely admit: I'm lazy. A bit unsporty. My advantage? I know what I can't do — that's quite a lot. And being honest about limitations builds more trust than any diploma on a wall.

I don't have a CS degree or ML publications. I have 35 years of customer service, project management, and watching organizations succeed and fail, and four weeks of proving that one person with the right tools can build what entire teams haven't.

The skill isn't having the tool. The skill is knowing what to ask. And knowing what to ask means understanding your problem first — which takes experience, not tutorials. That's why a 60-year-old in the Philippines built what well-funded teams in Silicon Valley haven't.