Better systems. Clearer Decisions. Higher Quality.
I work with engineering leaders to strengthen judgment, align incentives, and build systems that support reliable delivery at scale.
Former engineering leader at Microsoft, Unity, and NBCUniversal. Co-creator of the Modern Testing Principles.
Delivery and quality problems are rarely talent problems. They’re system problems.
How Engagements Typically Begin
Most work starts with a focused diagnostic conversation with the leadership team. We examine where delivery friction, quality drift, or decision fatigue is showing up — and what your system may be reinforcing.
Sometimes that conversation clarifies the path forward. Sometimes it leads to deeper work around systems, quality, or leadership alignment.
The goal is simple: understand what’s shaping behavior before you fix it.
Where I Work
Leadership coaching
When decisions stall, alignment erodes, or pressure rises.
I work with engineering leaders to sharpen judgment, navigate tradeoffs, and lead effectively under constraint.
Engineering Systems
When teams are busy but progress slows every quarter.
I help leaders examine structure, incentives, and workflows to uncover the friction quietly shaping behavior.
Quality as a System
When reliability issues return under new names.
I help organizations move beyond inspection and after-the-fact fixes toward systemic approaches that improve learning and delivery over time.
How I Think
Coaching, not Scripts
I don’t hand leaders answers. I help them see patterns, test better options, and build judgment they can rely on under pressure.
Empirical and Practical
We work with real decisions, real teams, and real constraints. If an idea can’t survive contact with the business, we won’t use it.
Systemic, not Personal
When performance drifts, the system is usually reinforcing something unintended. We identify where structure, incentives, and process are creating friction.
Candid and Direct
Clear assessments. Direct feedback. Concrete next steps. No consulting theater.
If You’re Dealing With…
- Drift that no one names
- Process that multiplies but clarity that doesn’t
- Quality initiatives that don’t change behavior
- Leaders making reasonable decisions in a system that reinforces the wrong things