Work with me
My mission is to drive business growth through technical excellence. This is what that looks like in practice.
I work with founders, engineering leaders, and companies at very different stages, from a single high-stakes hiring decision to leading engineering full-time at a company ready to scale. What stays constant is the judgment I bring: 16 years of having sat in every seat, from developer to CTO, and knowing what actually matters at each stage of a company’s growth.
Ways to work together
For teams making senior hires
CTO-Led Technical & Leadership Interviews
One live session that replaces screening tests and take-homes for the hires where getting it wrong costs you a year. Real pair programming, real architectural conversation, and a clear recommendation in writing.
For founders & acquirers
Technical Due Diligence
A technical read on the deal before you sign it. Codebase, architecture, team, security, and costs, assessed and ranked by risk, delivered as one report with my judgment in writing.
For founders figuring out the technical side
Advisory & fractional leadership
CTO judgment for the decisions that are hard to undo, without hiring one full-time. A regular cadence, scoped to what you’re actually deciding. This is how I help ↓
For leaders scaling past the first stage
Coaching & scaling
For teams and systems that grew faster than their structure. Coaching, habits, and an outside eye on what breaks at the next 10x. This is how I help ↓
Are you a founder figuring out the technical side?
Early-stage decisions are hard to undo later, and most founders are making them without anyone to sanity-check the call. That’s usually where I come in:
- You’re validating an idea and need someone to pressure-test the technical approach before you commit to it
- You’re choosing between MVP speed and building something that won’t need a rewrite in six months
- You don’t have the budget or the need for a full-time CTO yet, but you need that judgment for a specific decision
- You’re not sure what team structure actually fits your stage, and every piece of generic advice assumes a different one
- You’re setting up a new team and want the processes in place from day one, not retrofitted after they’re needed
- You’re choosing a tech stack and want it to still make sense in three years, not just today
Are you scaling past the stage that got you here?
The problems that got you to your first thousand users aren’t the ones that’ll get you to your next hundred thousand. I work with engineering leaders through that shift, usually starting with the team and working outward:
With your team
- Engineering leadership coaching for first-time or newly promoted managers
- Building the habits of a high-performing team, not just hiring good individuals
- Agile and delivery processes that fit how your team actually works, not a framework for its own sake
With your systems and org
- Aligning technical roadmaps with business goals and KPIs, so engineering isn’t optimizing for the wrong thing
- Scaling software from thousands to hundreds of thousands of users without a ground-up rewrite
- Building a remote engineering culture that still hires well and moves fast
- Fixing the handoffs between engineering, product, and customer support where most user pain actually leaks through
- Auditing performance and infrastructure cost before they become a board-level problem
What working together looks like
Whatever shape the engagement takes, it starts and runs the same way:
- A conversation. You tell me the actual problem. If I’m not the right person for it, I’ll say so and point you somewhere better.
- A scoped engagement. One session, one report, or a regular advisory cadence. Small enough to start, clear enough that you know what you’re getting.
- Something to hold. A memo, a report, or a standing rhythm of decisions made with you. My judgment, in writing.
I take on a small number of engagements at a time, so each one gets my real attention. If any of this sounds like where you are, let’s talk it through.