Engineering Leadership

Many engineering organizations face a familiar challenge: talented people working hard, but somehow the team struggles to deliver consistently. Projects take longer than expected, quality issues surface late, and everyone feels like they’re working harder but not necessarily smarter.

This gap costs organizations in missed deadlines, quality issues, and talented engineers leaving for “better opportunities”—often when the real issue is systems, not people.

I’ve experienced this firsthand—both as an engineer and as a leader. The gap between individual capability and team performance often comes down to leadership practices and organizational design. Not because people aren’t trying, but because effective engineering leadership requires intentional systems and practices that most of us never learned in school.

I help organizations bridge this gap through interim leadership roles and coaching, focusing on the human systems that enable technical teams to thrive.

What Changes With Intentional Leadership

I’ve learned that small changes in leadership practices can have outsized impacts. In my writing about making 1:1 meetings meaningful, I explore how consistent, well-structured conversations build trust and surface problems early. I’ve also written about the science of team size, showing how teams of 5-9 people hit the sweet spot for balancing diverse perspectives with manageable coordination, and the power of working in pairs to create resilient team structures that maximize collaboration. But even the best team structures fail without the right foundation—which is why I explore how intrinsic motivation drives performance, focusing on autonomy, mastery, and purpose as the keys to sustainable team engagement.

These aren’t revolutionary ideas—they’re about applying systems thinking to the human side of engineering. When teams have clear communication patterns, psychological safety, and intentional practices around feedback and growth, the technical work becomes more predictable and sustainable.

The organizations I work with typically see improvements in delivery consistency, team satisfaction, and technical quality—not because we implement complex processes, but because we create the conditions for good work to happen naturally.

How I Can Help

Interim Leadership

CTO/VP Engineering - When you need experienced technical leadership during transitions, growth periods, or transformations. I focus on creating stability while building internal capability.

Engineering Manager - For teams or initiatives that need hands-on leadership. I work directly with engineers to establish sustainable practices while mentoring potential internal leaders.

Team Lead - For engineering teams that need technical guidance and leadership. I provide hands-on technical direction while building team capabilities and fostering collaboration.

Technical Project Manager - For complex technical initiatives requiring coordination across teams and stakeholders. I combine technical expertise with project management to ensure successful delivery while maintaining quality standards.

Leadership Development

Coaching for Technical Leaders - Many engineers become leaders without formal training in the human side of the role. I help technical leaders develop skills in communication, team building, and organizational design.

Team Assessment & Design - We examine your current team structure and practices, then design approaches that fit your specific context and culture. The goal is sustainable improvement, not dramatic overhaul.

Common Challenges I Address

Inconsistent Delivery

When talented teams struggle with predictability, it’s often about communication patterns and decision-making structures rather than technical skills. I help establish practices that create clarity without micromanagement.

Growing Pains

As teams scale, informal coordination breaks down. I work with organizations to design team structures and communication patterns that support growth while maintaining effectiveness.

Leadership Transitions

Engineers often become leaders without training in the human aspects of the role. I coach technical leaders through this transition, focusing on practical skills like effective 1:1s, team communication, and creating psychological safety.

Technical Debt Balance

Balancing new features with system health requires intentional decision-making frameworks. I help teams develop sustainable approaches to technical debt that align with business priorities.

My Approach

I believe in systems thinking applied to organizations—understanding that teams are complex adaptive systems where small changes in structure and practice can have significant impacts.

My focus is on building internal capability rather than creating dependency. Whether I’m serving in an interim role or coaching existing leaders, the goal is always to leave the organization stronger and more self-sufficient.

I draw on experience across different company sizes and stages, but I don’t believe in one-size-fits-all solutions. Every organization has unique constraints, culture, and goals that shape what approaches will be most effective.

How We Work Together

Understanding Context - I start by learning about your specific situation, constraints, and goals. What works for one organization may not work for another, so context is crucial.

Identifying Leverage Points - Rather than trying to change everything at once, we identify the few changes that will have the most impact on team effectiveness and satisfaction.

Implementing Gradually - Change is most sustainable when it happens incrementally. We implement new practices thoughtfully, with feedback loops to adjust as we learn.

Building Internal Capability - Throughout the engagement, I focus on developing your internal leaders and creating systems that will continue to work after our formal engagement ends.

Engagement Models

I offer flexible working arrangements to fit your organizational needs and budget—from full-time interim roles to part-time coaching and project-based assessments.

Interim Leadership Roles - Typically 3-12 months, available full-time or part-time depending on organizational needs. I provide experienced leadership while building internal capability and addressing your specific challenges.

Coaching & Development - Usually 3-6 months of regular coaching sessions (weekly or bi-weekly) with ongoing check-ins as needed. I work with your existing leaders to develop the skills and confidence they need to be effective.

Team Assessment & Design - 2-4 week comprehensive evaluation followed by a detailed implementation roadmap and optional ongoing support during execution.

Let’s Discuss Your Situation

Every engineering organization faces unique challenges based on their stage, culture, and business context. If you’re dealing with delivery inconsistency, leadership transitions, or growing pains, I’d be happy to discuss how we might work together.

I have some availability for shorter-term coaching and assessment engagements in the near term, and longer-term interim leadership roles can always be arranged with advance planning. The first step is always understanding your specific situation and goals.