My practice is designed as a comprehensive diagnostic and treatment process for an organization's socio-technical system. It's grounded in the belief that the most effective solutions emerge from a first-principles understanding of the problem, not the application of generic playbooks. My work is informed by deep research and two decades of executive experience. Each engagement is a partnership focused on building internal capability, not creating dependency.
The following are the core areas of my practice:
Technology doesn't exist in a vacuum. It is a direct reflection of your organization's structure, communication patterns, and unspoken assumptions (Conway's Law). My approach treats technology strategy as an exercise in systemic design, focusing on creating architectures that are not only technically sound but are also resilient to organizational entropy and cognitive overload.
The most common failure mode for scaling companies is the breakdown of their human systems. I use diagnostic tools to surface the hidden feedback loops, incentive misalignments, and communication bottlenecks that stifle growth. We then co-design an organizational structure and leadership model that fosters intellectual rigor, psychological safety, and clear accountability.
Product strategy often decays into a series of feature requests and political compromises. We will reset that process by returning to first principles: What is the fundamental, non-negotiable truth of the problem you are solving? This clarity becomes the foundation for a ruthless prioritization framework, a coherent roadmap, and a product development lifecycle that is driven by learning, not just shipping.
"Agile" has become a stand-in for chaos at many companies. I help teams move beyond dogmatic rituals to design a bespoke "operating rhythm," a simple, clear, and sustainable system for planning, executing, and learning. The goal is to reduce cognitive overhead, increase meaningful communication, and make the act of building software less frantic and more deliberate.
While my primary focus is my research and writing, I reserve a portion of my time for select advisory roles and strategic partnerships. Engagements are tailored to each organization's unique context.
Regular advice and consultation to support your existing leadership team with strategic guidance.
Ongoing support on a set schedule (e.g., 1-2 days per week) to provide consistent leadership.
Focused engagement to address specific challenges or initiatives with defined deliverables.
