Coaching for engineering leaders running teams of teams.

Directors of engineering, senior managers running multiple teams, and the managers being prepared for those roles. I also take on a small number of senior engineering leaders privately, outside of any corporate engagement.

Every level of engineering leadership is a different job. IC to manager is one. Manager to managing managers is another. Director leading an org through an acquisition is another still. Most companies promote on the assumption that the new role is mostly the old role with a bigger title. It isn't.

What I see most often: people keep doing the work that got them promoted. The senior engineer who can't stop being the smartest person in the architecture review. The new manager who still writes code at night to feel productive. The director who can't let go of the decisions her managers should be making. None of that is a character flaw. It's what happens when nobody tells you the rules changed.

That's the gap I work to close.