I work with engineering leaders, VPs, and CTOs who know their organisation can perform better - but need help diagnosing exactly where it's falling short, and what to do about it. Everything I do is grounded in the same operating model you’ll find across this site.
I work with people who are serious about change, not just curious about it. If any of the following sounds like your situation, let’s have a chat.
Scaling an engineering organisation and finding that the practices that worked at 20 engineers don’t work at 200. Wanting a coherent operating model, not a patchwork of initiatives.
Running delivery teams that are busy but not productive. Struggling with technical debt, slow releases, or a culture where bad news doesn’t travel fast enough. Wanting to know what good actually looks like.
Building internal platforms or developer experience programmes and wanting to ensure the investment produces measurable improvements in engineering effectiveness, not just better tooling.
Running a DevOps, agile, or AI adoption programme and finding that adoption is uneven, the metrics are soft, and the business hasn’t yet seen the outcomes it expected to see.
A structured diagnostic of your engineering organisation against the C4E model - covering delivery performance, technical health, developer experience, team culture, and operating model coherence. The output is a clear, prioritised improvement plan with specific recommendations, not a slide deck full of generalities.
Best for: Leaders who know something is wrong and want a credible, evidence-based view of exactly what - and what to do first.
Regular engagement - typically fortnightly or monthly - providing a senior sounding board on engineering operating model decisions, capability investments, leadership challenges, and transformation strategy. I bring challenge, structure, and pattern recognition from working across many organisations.
Best for: VPs and engineering directors navigating significant change who want a trusted outside perspective, not just validation.
One-to-one and small group coaching for engineering managers, heads of engineering, and technical leads stepping into broader leadership roles. Focused on the specific challenges of technical leadership: building teams, managing upward, navigating ambiguity, and developing genuine strategic thinking.
Best for: Technically strong individuals who have been promoted into leadership and want to build the capability that the role actually requires.
Keynotes and working sessions on engineering excellence, BVSSH, DevOps transformation, developer experience, and building high-performing cultures. Available for conferences, leadership offsites, and team events. Sessions are always grounded in practice - not abstract theory.
Best for: Leadership teams that want to shift their thinking, not just hear good ideas. Working sessions produce outputs, not just notes.
Direct, honest, and grounded in practice. I don’t deal in frameworks for the sake of frameworks. Everything on this site - the standards, the capability model, the playbooks - is material I’ve built and used in real organisations.
If I don’t think I’m the right fit for what you’re trying to do, I’ll tell you that before we start. I’d rather have a short, honest conversation than a long, expensive engagement that doesn’t land.
A 30-minute call - no agenda, no pitch. You tell me what's happening in your organisation, where the friction is, and what you're trying to change. I'll ask questions and share what I'm hearing. At the end, we'll both know whether there's something worth exploring further.
You get one person who stays across the full engagement - not a team that rotates. I don't have a methodology to sell you. Everything starts from what your organisation actually needs, not from a pre-built delivery framework. And I'll tell you if I think the problem you're describing isn't the one worth solving.
Typically organisations with 30 to 500 engineers - large enough to have real complexity, small enough that one person's thinking can have meaningful impact. The problems tend to look similar regardless of scale: slow delivery, inconsistent practices, unclear direction, or culture that's working against performance.
A health check is usually four to six weeks. Advisory engagements typically run for six months minimum - the challenges worth working on don't resolve in a quarter. Coaching is usually a programme of eight to twelve sessions over three to six months. All of this is shaped by what you actually need, not by a standard package.
Both. Most advisory and coaching work happens remotely. Workshops, health checks, and leadership sessions often benefit from being in the room - particularly early in an engagement. I'm based in the UK and work with organisations across Europe.
I'll say so. If after the first conversation I don't think I can genuinely help, or if there's someone better suited to what you need, I'll tell you that directly. A short, honest conversation is better for everyone than a long engagement that doesn't produce the outcomes you need.
The easiest way to start is a 30-minute conversation. Tell me what you’re working on, where the friction is, and what you’re trying to achieve. We’ll work out together whether and how I can help.
Message me on LinkedIn