How I Help
Every engagement starts with the same question: what does the business actually need from engineering right now? The answer sets the scope — a few days a month, a full-time interim seat, or a fixed assessment.
Engagement Models
Part-time, embedded technical leadership — typically a set number of days per week or month — for companies that need senior judgment on architecture, hiring, and roadmap without a full-time executive.
I step into the seat full-time during a leadership transition — protecting delivery, stabilizing the team, and supporting the search for a permanent hire, with a clean handoff at the end.
A focused engagement for technical due diligence, architecture and delivery risk, or roadmap and organization alignment.
Where I Add the Most Value
Ongoing technical leadership: architecture decisions, hiring plans, roadmap execution, and board- and investor-level reporting.
Structuring, hiring, and mentoring engineering organizations through periods of rapid growth or reorganization.
Re-architecting aging platforms toward microservices and cloud-native infrastructure without stopping product delivery.
SOC2 and FERPA-aligned compliance programs, single sign-on rollouts, and business continuity planning.
Technical due diligence and post-acquisition integration — bringing acquired engineering teams, systems, and processes onto one operating model.
Applied AI tied to a measurable product or delivery outcome — both as customer capability and as a way to make the engineering team faster.
The Process
Understand the business goals, the current team, and where technology is helping or getting in the way.
A concrete roadmap, org structure, and architecture direction — sized to what the team can actually execute.
Run the team, make the calls, remove delivery constraints, and turn the plan into shipped work.
Hand off cleanly to a permanent leader or an operating rhythm the team can run without me.
Start with the business problem. We'll choose the lightest engagement that can solve it.
