CTO coach & mentor.
Making complex problems simple.
The hardest CTO decisions span business, people and technology. We can untangle the trade-offs, focus on what matters now and find a practical next step.
Let’s work on the whole picture.
Customers, revenue, budgets, people, delivery, AI — it all connects. I’ve led engineering through startup growth and larger organisational change. We can draw on that experience to work out what needs your attention, align with your CEO and give your leaders more room to lead.
- Doubled delivery throughput
- 2×
- Grew the product organisation from 15 to ~50 ICs
- 15→~50
- Cut COGS costs
- −50%
Problems I’ve worked through.
Explore all examplesA critical customer problem is being treated like another support ticket.
A key customer is at risk of leaving while engineering works on lower-impact tickets.
We got budget to hire more people, but everything slowed down.
Interviews, onboarding and decisions still depend on a few senior engineers.
We’re using AI, but can’t tell whether it’s helping.
Usage and costs keep growing without a clear link to business impact.