Many view the software engineering industry as a field characterized by innovation, logical problem-solving, and a straightforward path to success for those with the right skills. However, according to Isaac Shapira, the founder of Platonic.Systems, a lack of effective leadership, and a widespread information gap have led to systemic failures that few acknowledge. Seeing this firsthand, he shares the stories behind the curtain—both the failures and the successes. He believes that if more individuals and companies understood the systemic issues, they could make better-informed decisions that lead to a healthier, more sustainable software industry.
Before establishing Platonic.Systems, Isaac was an engineer in corporate environments. Here, he witnessed firsthand the lack of transparency in the industry. Realizing that startups were failing at an overwhelming rate and engineers were being strung along on the promise of success that rarely came, Isaac decided to build a company based on integrity, sustainability, and actual problem-solving instead of continuing down that path. This motivation gave birth to Platonic.Systems, a consultancy that specializes in functional programming to create reliable, efficient, and intuitive software.
At Platonic.Systems, a commitment to transparency and honest communication is paramount, even if it means having difficult conversations with clients. Isaac explains, “We’ve had situations where we’ve had to tell clients that we’re skeptical about the success of their project, pointing out potential snags in their plan.” While this approach has made Platonic.Systems lose some clients in the short term, it has fostered stronger, more resilient long-term partnerships. By openly addressing vulnerabilities and prioritizing realistic solutions, Platonic.Systems has built some stable and successful ventures for clients in industries such as defense, energy, and finance, proving that a focus on integrity ultimately leads to better outcomes.
However, given the challenges in the industry’s ecosystem, the journey of Platonic.Systems hasn’t been smooth sailing. During its early days, the market exhibited immense unpredictability. The industry was experiencing a boom, and companies were starting ventures and solving problems without a clear direction and purpose. This volatility nearly made Platonic.Systems collapse when the market took a downturn.
The company experienced a long period of uncertainty. “For nearly a year, we were questioning whether we could even continue,” shares Isaac. The company had to restructure, strip down to what was absolutely essential, and rethink its approach. “One of the biggest lessons we learned was the importance of vetting clients more effectively,” the founder adds. “We had to move away from those who were unpredictable and focus on businesses that provided greater stability and long-term partnerships.”
One such example of these challenges included a contract in the crypto sector. The crypto industry was heavily investing in functional programming, a niche where Platonic.Systems excels. For over a year, the company thrived in this space, delivering high-quality solutions. However, the volatile nature of the industry soon took its toll. A major client, after suffering financial losses in the broader crypto crash, refused to pay their final invoice.
At this critical juncture, Joshua van Asakinda joined Platonic.Systems as Head of Operations. His expertise in psychology, resilience training, and team dynamics was exactly what the company needed. Joshua helped solve the firm’s challenge by leveraging tribal psychology, which draws from his lifelong study of martial arts and the dynamics of men operating under crisis conditions. He understood that in times of extreme pressure, clarity, structure, and mutual respect are crucial.
Relaying his insights to Isaac, Platonic.Systems’s leadership team chose to be upfront with their engineers instead of sugarcoating the reality of the situation. They laid out the stakes, the expectations, and the necessary sacrifices. “We gave them a choice. Either they stay with us and fight through the crisis together or walk away with understanding. Those who stayed became part of a leaner, battle-hardened operation,” Isaac remarks.
Understanding these, Isaac and Joshua emphasize that what leadership teams in the software industry must realize is that they need to educate themselves on technology to avoid being at the mercy of bad actors. Moreover, they must build trust and personal relationships with their engineers and not see them as disposable workers.
Isaac had witnessed companies set themselves up for failure. He had also seen how some consultancies deliberately exploit inexperienced businesses, taking on projects they know are doomed just to drain every last dollar before walking away. The industry expert points to two principles that could explain why the industry operates the way it does: survivorship bias and the market for lemons.
Survivorship bias is the tendency to only look at success stories and try to copy them while ignoring the failures that never made it to the spotlight. The term originates from World War II when engineers were trying to reinforce planes based on where returning aircraft had bullet holes. A mathematician pointed out that they were reinforcing the wrong areas. The real weak spots were where the planes that never returned had been hit. “In our industry, this plays out when companies try to copy successful entrepreneurs and not realize that most people who take those same risks fail,” Isaac states.
The market for lemons, on the other hand, is an economic principle that explains why low-quality products dominate when buyers can’t distinguish between good and bad quality. Corporations usually have no way of knowing what good engineering looks like when they seek software development services. They’re only willing to pay an average price due to this. This drives talented engineers and consultancies out of the market, given that top talents won’t work for average rates. “The problem is that the industry gets flooded with low-quality work and unscrupulous consultancies,” Isaac supplies.
Isaac’s approach to building Platonic.Systems reflects a commitment to integrity and meaningful work, even in an industry that often prioritizes short-term gains. He recognized that a truly valuable consultancy must provide more than just skilled engineers; it requires strong leadership and a focus on sustainable, impactful solutions. “We’re operating in an industry that doesn’t always reward consultancies that prioritize integrity,” Isaac notes. “But at Platonic.Systems, we’ve chosen to take this approach even if it means potentially sacrificing short-term profits. We believe that building things that are meaningful, sustainable, and worth being proud of will ultimately lead to better outcomes for our clients and the industry as a whole.”
To achieve this vision, Isaac implemented an open-door policy, making himself accessible to his team at all times. He personally vets every engineer not only for their technical skills but also for their integrity and ability to collaborate effectively. This approach ensures that Platonic.Systems can provide clients with honest, high-quality solutions while fostering an environment of trust and transparency within the company.
Ultimately, the software industry’s problems are deeply ingrained, largely due to leadership failures and a lack of clear, accurate information for both engineers and decision-makers. However, as Isaac Shapira and Platonic.Systems have demonstrated, change is possible. They help companies avoid common pitfalls and build sustainable success by making them focus on long-term relationships, technical excellence, and ethical decision-making.
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