You can usually tell when something isn’t working. Figuring out why and what to change first is harder when you’re in the middle of it.
I’ll bring a fresh pair of eyes and experience from changing how product and engineering organisations work. We’ll make sense of what’s happening and work out what to change first.
At Alibaba, I helped move from waterfall projects to teams owning product outcomes. Bringing engineering, product, compliance and marketing together reduced time to market from quarters to months. I also trained teams to use data and customer feedback to decide what to build next.
I’ve coached engineering leaders through organisational change, helping them take real responsibility and develop the people around them. At Tricentis, that included rethinking Engineering Manager, Staff Engineer and QA responsibilities so smaller teams could make more decisions and own the work through to delivery.
At NICE, I made hiring faster and improved the candidate experience. At Tricentis, we adapted recruiting for AI-enabled engineering and product builders. I also helped define career ladders at both companies, connecting what we expected from people with how they could grow.
At Alibaba, I restructured a 300-person global R&D organisation into autonomous business domains aligned with OKRs. At NICE, I grew the product organisation from 15 to around 50 people while productivity rose 25% and retention rose 20%.
At Tricentis, I doubled delivery throughput by combining AI agents with smaller, more autonomous teams and stronger quality and security checks. Agents that investigated and helped fix support issues also cut L2 support resolution time by 35%.
At MallGroup and Alibaba, I led teams of Scrum Masters and helped them grow from team assistants into coaches working across the organisation on problems that mattered to the business. I’ve also taught and coached product practices, and earned three Scrum Master certifications to learn from different trainers.
I can step in as a fractional CTO, taking responsibility for technical direction, the team and follow-through. I’ve managed a $10M budget and been accountable for production reliability and technical risk. At Tricentis, I worked with customers to protect over $5M in at-risk annual recurring revenue and led infrastructure changes that saved $500k a year.