How I can help
I work with founders, CTOs, heads of engineering and boards. You do not need to diagnose the problem before we talk: start with the people and the situation, and we will work out the rest together.
Ways I help
Where are you now?
Situations where I am often useful.
A trusted partner for founders
Founders and CEOs
- You are making consequential technology decisions without a senior technical voice you trust.
- You need to hire your first technology leader, or your next one, and want to get it right.
- An agency or freelancers built the product, and you need to bring it in-house.
- Investors or enterprise customers are asking technical questions you cannot yet answer.
Coaching and supporting CTOs and heads of engineering
Founding CTOs, CTOs and heads of engineering
Helping boards with technology strategy, investment and risk
Boards, CEOs and investors
Leading through growth, transitions and acquisitions
Companies going through change
Navigating security, compliance and responsible AI
Companies selling to enterprises or regulated sectors
The work that follows
Examples, not packages. Within one relationship I might advise the board, coach a leader and help engineers change how work gets done.
- Improving delivery and developer experience
- CI/CD, fast feedback loops and sound engineering practices, and removing the friction that stops good people doing good work.
- Coaching across the organisation
- Founder-to-founder and CEO-to-CEO conversations, supporting CTOs and heads of engineering, and working directly with engineers.
- Making analytics central to observability
- Starting from what customers experience and what the business needs to know, then working back to the product signals, instrumentation, reliability, testing and delivery practices that support them.
- Connecting decisions with the work
- Turning board and leadership decisions into plans, team changes and engineering practice, and following them through.
How we start
We start with a focused look at what you’re trying to achieve, what’s getting in the way, and how I could help. From there, we agree whether there’s a useful role for me and what it should involve.
- Understanding the business and what you are trying to achieve
- Meeting the people who matter to the work
- Looking at enough evidence to see where I could be useful
- Deciding together whether an ongoing role makes sense, and what it should be
Tell me what you’re working through. We can explore whether there’s a fit and discuss scope and timing.