The hardest problems in technology leadership
don't have playbooks.
I work with technology leaders and organizations 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
Three ways to work together
With you — A coach and advisor for the decisions you can't delegate.
I work one-to-one with CTOs, VPs, founders and other senior technology leaders dealing with difficult decisions, transitions, people problems and organizational complexity.
Sometimes that's coaching. Sometimes it's advice from someone who has sat in the seat. Usually it's some combination of both.
Let's talk about what's going on →With your leaders — Build a stronger leadership layer.
I work across the whole leadership 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.
Let's talk about your team →Inside the organization — Diagnosis, structure, or interim leadership — whatever the organization needs.
I work directly with founders and technology leaders when the organization itself needs attention: unclear accountability, leadership gaps, structural problems, a founder bottleneck, delivery that has stopped working, or a transition the existing team can't navigate alone.
That can mean diagnosing the situation and working alongside the existing leadership team. Or, when necessary, stepping in temporarily as CTO or VP Engineering.
The goal is the same: understand what's actually happening, strengthen the system and the people inside it, and make myself unnecessary.
Let's talk about your situation →Writing
I also write The Hagakure: essays about technology, leadership, organizations, and making sense of an increasingly strange industry.
Read The Hagakure →