How I can help your team

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.

Are you hiring top talent? I can help.

I’ve hired as a developer, team lead, engineering manager, head of engineering, and CTO. Now I bring that experience directly to your team’s most important hires, the senior engineers and leaders where a bad decision costs you a year, not a quarter.

This is how I do it

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

Every engagement starts with a conversation about the actual problem, whether that’s a single decision, an ongoing advisory relationship, or leading your engineering org full-time. If any of this sounds like where you are, let’s talk it through.

Let’s talk