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 hereMeetings are necessary in all businesses, but by taking some guidance from systems thinking and Lean manufacturing, you can make sure you only hold those that are important and effective.
To make space for new leaders to grow, although it may seem counterintuitive and even a bit scary, you must start employing strategies to make yourself obsolete. Finding yourself solving the same problems over and over again is an indication your team isn’t growing to solve these problems.
When tech leads and product managers work as one, avenues for compromise, pushback, and the emergence of creative strategies are opened. Diverse perspectives and out-of-the-box thinking will be welcomed as everyone feels comfortable to participate, and problem-solving becomes a true team effort.
In the age of the “knowledge worker” so much of our ability to succeed is dependent on the active exchange of ideas. This is similar to having a “sparring partner” in martial arts or boxing — and being good in that role takes discipline and practice even if you are not landing any kicks or punches.
While learning about job candidates’ capabilities is certainly important, so, too, is providing them with a glimpse into who you are, as well as what it’s like to be a member of the team and what the company is all about. This style of communication is apt to be a boon to your hiring efforts.
The demo is a quintessential component for enabling a team to tell their story and outwardly represent their team’s culture and achievements. Yet, so many teams approach their demo reactively and lose this valuable opportunity.
Beneath the pressure all engineering leaders face to “move faster” are a set of assumptions held by others. These assumptions are instinctive and based on an intuition that is deeply personal to every individual. As leaders, it is our responsibility to bridge this gap.
