Engineering mentor.
Drawing on a decade
in the director’s seat.
Let’s get you unstuck, navigate a transition, or set a direction. We’ll figure it out together.
Problems I’ve worked on
Explore all examplesAI-equipped teams now feel much bigger and harder to manage.
It feels like your team doubled in size overnight and everyone's work is moving faster. There are more features, dependencies, decisions, and communication to manage.
Too many decisions still come back to me.
You have capable people, but stepping away still feels like leaving the organization without a decision-maker.
Every urgent request becomes the new priority.
Plans change halfway through the week, but nobody agrees on what should give way.
AI, leadership, Agile, product engineering... Everything is on the table.
I’ve been through all kinds of battles, from managing an emerging product and leading an Agile transformation to making an organization AI-native, getting legacy products back on track, and scaling startups.
My leadership framework
Lead product builders, not coders
Fromproducing more code
Tomaking more impact by owning the problem end to end: Evaluation → Implementation → Activation → Adoption.
Find the leverage in the system
Fromfirefighting and running on the hamster wheel
Tomoving forward calmly and predictably by seeing your work as a system, not a collection of tasks and processes.
Build the team the problem needs
Fromtrying to keep everyone happy
Toshaping and growing the team around the problem it needs to solve and the impact it needs to make, without burning yourself out.
Lead beyond your reporting line
Fromwaiting for direction from above
Toleading with autonomy and influence by understanding what matters, driving it forward, and actively managing your manager and stakeholders.
Make your organization AI-native
Fromusing AI to make individual tasks faster
Torethinking how the organization works by building around what AI makes possible.
Testimonials
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