How I Got Here

I spent twelve years writing software—hands-on, deep in the code, through the early days of Java. I loved every minute and took pride in building things that worked. But everything changed the day I sat in my first product management meeting.

Suddenly, I saw decisions being made—big ones—about timelines and priorities, with little structure or process. The stakes were high, and the chips on the table were months or years of my team’s work. It hit me: the real game wasn’t happening at my keyboard. It was happening in those rooms, and I knew I needed to be there to make a real impact.

That realization set me on a new path into engineering leadership. I worked my way up to VP of Engineering, and that’s where I found my calling. I became the person companies turn to when engineering hits a wall—whether it’s a turnaround after a product stumble, scaling up after fresh funding, or helping a CTO who’s suddenly managing twice as many engineers.

I’ve led engineering at a dozen companies, from scrappy startups to fast-growing mid-size firms. Each time, I learned something new—thanks in no small part to a few great mentors (I’m looking at you, Steve) and some sharp business minds who showed me the ropes.

What sets me apart isn’t that I’m better than anyone else who’s sat in the chair. It’s that I’ve had more chances to do it, across more situations and industries, than most. That breadth of experience lets me see patterns—and solutions—others might miss.

Now, I bring that perspective to companies as a consultant. If your engineering team needs a steady hand and a fresh approach, I’m here to help.

What I Do

I help software engineering teams become high-performing, reliable engines that CEOs can count on—no matter how high the stakes.

My approach has empowered hundreds of leaders and teams to fix what’s broken, speed up delivery, and build stronger product operations. Whether you’re struggling with execution, alignment, or scaling, I bring proven strategies to get you moving forward.

My toolkit covers organization transformation, operational excellence, metrics that matter, streamlined processes, and hands-on mentoring for leaders and teams.

Over the years, I’ve built and led engineering teams that delivered for some of the world’s most demanding clients—NASA, Ford, American Airlines, Wells Fargo, Cisco, IBM, the US Army, and many more. I know what it takes to succeed at scale, and I’m ready to help your team do the same.

Services

Engineering Health Check
Get a clear, unbiased assessment of your engineering organization for a simple, fixed price. My goal? To leave you with the same peace of mind one CEO described: “I just don’t worry about engineering anymore.” You deserve that confidence.

Engineering Acceleration
Want to move faster without burning out your team? I’ll help you pinpoint the small changes that unlock big gains, cutting through complexity to boost your speed and results.

Engineering Leadership Coaching
Transitioning from engineer to manager is tough. I guide new and seasoned leaders through the mindset shifts and skills needed to thrive—helping you build a leadership bench you can trust.

AI Enablement
AI isn’t optional anymore—it’s a race. I’ll help you integrate AI where it matters, so you outpace competitors and deliver more value, faster. I also partner with a top firm in agentic AI to keep you ahead of the curve.

Let’s talk about which service fits your needs best.

My Unique Value Proposition

I position myself as the consultant who challenges conventional thinking in software development execution. My primary value comes from bringing fresh perspectives that internal teams often miss. I am the external voice who asks the uncomfortable questions that lead to breakthrough improvements. My clients aren't paying me for confirmation of their existing approaches—they're investing in transformative insights that only an outsider with my experience can provide.

How I Engage with Clients

Diagnostic Questioning: I begin engagements by asking probing questions that reveal underlying assumptions. "What if your current development methodology is actually slowing you down?" or "Have you considered that your quality assurance process might be creating more problems than it solves?"

Strategic Provocation: I present alternative viewpoints backed by data. For example, I might say, "While most organizations in your industry are adopting microservices, your specific business constraints might actually benefit from a well-designed monolith with clear boundaries."

Expectation Setting: I make it clear from the outset that my role includes challenging established thinking. I tell clients, "My job isn't to validate your current approach but to help you discover potentially better alternatives you haven't considered."

How I Deliver Value

Evidence-Based Disruption: I support my recommendations with case studies, metrics, and proof points. I can show that "Company X achieved an 18% reduction in development time by eliminating their daily standups and replacing them with asynchronous updates."

Pilot Programs: I propose small-scale experiments to test contrarian approaches. "Let's try this alternative deployment strategy with one team for four weeks and measure the results before rolling it out more broadly."

ROI Quantification: I frame my suggestions in terms of tangible business outcomes. "By inverting your current prioritization framework, we can potentially increase feature delivery by 30% while reducing technical debt."

How I Handle Resistance

Acknowledging Emotional Responses: I recognize that challenging established practices often triggers defensive reactions. I might say, "I understand this approach challenges your team's current identity as agile practitioners. Let's explore what elements we might preserve while evolving others."

Creating Safety for Experimentation: I position changes as low-risk experiments. "We're not abandoning your current framework, we're testing alternatives to see if they produce better outcomes."

Leveraging External Authority: When appropriate, I reference thought leaders or successful organizations that have adopted similar contrarian approaches. "While this may seem counterintuitive, companies like Spotify and Basecamp have successfully implemented similar models."