The hardest problems in technology leadership
don't have playbooks.
I coach and advise engineering leaders, from new managers to CTOs and founders, dealing with difficult leadership and organizational problems.
Engineering isn't working and you can't quite explain why. Your CEO wants an AI strategy yesterday. You're avoiding a difficult people decision. The role that used to fit you doesn't anymore. Or something simply feels wrong and you're too close to see it clearly.
I've spent 20+ years building and leading technology organizations. Sometimes it helps to have someone who's seen a lot of this before in your corner.
What's keeping you awake at night?
Let's talk →
I've worked with technology leaders from companies like
For your leadership team
For CTOs, VPs of Engineering, founders, and People leads thinking about this for more than one person.
Make your managers better. Get your own time back.
I work across the whole layer: new managers who still need the fundamentals, directors making harder calls on people and structure, senior leaders in the middle of ambiguous, high-stakes transitions.
Better managers solve more locally. Fewer escalations reach you. More of your time goes to the work only you can do. It costs about the same as hiring one more engineer, and it compounds across everyone they manage.
Let's talk about your team →Writing
I also write The Hagakure: essays about technology, leadership, organizations, and making sense of an increasingly strange industry.
Read The Hagakure →