Product & Technology Leader // Leadership & Organizational Development // Fractional CPTO
I partner with companies to solve their most pressing technology, talent, leadership, and execution challenges. With extensive experience in product & engineering leadership and organizational development, I help organizations build high-performing teams and create sustainable and scalable processes that drive results for their business.
Building exceptional teams requires more than just hiring – it demands a comprehensive approach to talent development, leadership coaching, and organizational design. I help companies create scalable frameworks and processes that attract, develop, and retain top talent.
Great ideas need great execution. I work with teams to overcome communication barriers, implement effective development processes, and establish product discovery practices that deliver real value to customers.
Successful technology evolution requires both technical insight and organizational readiness. I help organizations navigate complex modernization initiatives while ensuring teams are aligned and prepared for change.
In my newsletter, I share practical insights from my experiences helping teams overcome complex challenges, offering approaches that leaders can apply in their own organizations.
Subscribe hereAs leaders, we're told that transparency with our teams builds trust and that our values should guide our actions. However, organizational reality often puts these principles in tension, if not conflict.
As leaders, it’s easy to fall into the trap of believing that we must always be “on” — constantly driving forward, putting out fires, and supporting our teams. But one of the most important skills for any manager or leader is knowing when it’s time to step back and prioritize our own well-being.
If there's a single piece of advice I would give to anyone starting out on their leadership journey, it's this: become unabashedly curious. This single trait, if genuinely approached, will have a profound and emergent effect over the course of one's career.
Realistically speaking, most systems we design and operate are more accountable to Darwin than they are to Newton. But we don't always think to build them that way. Recently, I had an opportunity to write an article for Built In to explore this very topic.
The debate about the importance of technical or “hard skills” versus “soft skills” for managers seems to be a never-ending one, especially in engineering circles.
One of the best ways to stretch yourself into new growth opportunities and demonstrate value is to tackle a known issue in a new way. However no matter what you come up with, driving change within an organization always starts with getting people to do something different than they’re used to.
This week, I’d like to share with you a handful of articles I came across over the past few weeks that I found particularly interesting and wanted to pass along to you.
