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What I do
Leadership & Management
Building and growing engineering teams that ship, and keep shipping.
I build and lead cross-functional engineering teams, and I mentor the people in them. Good teams aren't just assembled, they're grown: clear standards, safe space to disagree, and enough trust that people can move fast without waiting for permission.
What I bring
- Creating and leading engineering teams across multiple stakeholder groups and territories.
- Agile practice that serves delivery rather than becoming its own ritual, including Scrum leadership.
- Mentoring engineers into architectural thinking, not just handing down decisions.
- International collaboration across time zones and cultures.
How I work
I lead by lowering the cost of being wrong: reversible decisions, short feedback loops and honest retrospectives. Pushback is a health signal, so I want it from the team as much as I offer it. The measure of good governance isn't compliance, it's whether people choose the aligned path because it's genuinely the easier one.
A good fit when
- You're scaling a team and want it to stay fast as it grows.
- You have strong engineers who need room and mentoring to grow into leaders.
- You want technical leadership that's close to the work, not remote from it.
Other ways I help
Sounds like what you need?
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