How I work with engineering organizations.
Three engagement shapes. Each one can focus on whichever of the practice areas below is most useful for the leader or team involved.
1:1 Executive Coaching
Private coaching for a senior engineering leader the company is investing in. Common situations: a director taking on a larger scope, a senior manager being prepared for VP, a leader inherited through an acquisition who needs to land well in the new org. Usually two sessions per month with async support between them. Engagements typically run three to six months.
Cohort Programs
A multi-month program for six to twelve leaders in the same org, at a similar level. Group sessions, structured peer practice, and a smaller amount of individual coaching for each participant. The right fit when you're trying to level up a layer of leadership in parallel rather than one person at a time.
In-house Workshops
A targeted on-site or remote session for an engineering leadership team. Common topics: leading through ambiguity, briefing executives, developing the next layer of managers. Often the first piece of work I do with a company, and sometimes the only piece they need.
What we work on
Inside any engagement, the content tends to fall into one of three practice areas. AI fluency comes up across all of them — modern engineering leaders need to be using these tools to coach their teams on them.
Leading at the Next Level
The bulk of my work. Managing managers and the loss of direct control that comes with it. Figuring out where your time actually creates value at this level, and what to stop doing. Leading teams through reorgs, acquisitions, and divestitures — including the part where you have to project clarity you don't yet have.
Adjacent to all of this: the org-design work where most senior leaders quietly get stuck — when to fight for scope, when to give it up, when to merge a team into yours, when to hand one of yours to someone else. The principle I come back to most with clients: build platforms, not empires.
Communication & Executive Presence
Status updates that get read. Architecture documents that move decisions forward. Presentations that don't bury the point. Briefing executives without watering down what you actually think. Managing up in a way that builds trust instead of looking political.
Making the Leap to Management
Adjacent to the work above, and often part of it: developing the high-potential ICs and new managers your directors are betting on. The shift from doing the work to multiplying through other people. Building credibility with engineers who used to be peers. Writing a promotion case that holds up in a calibration room.
Working with me privately.
I take on a small number of individual clients outside of corporate engagements. Senior engineering leaders working privately on a transition, a hard decision, or the next move in their career. Same work, smaller roster by design.
Inquire about private coachingHow engagements start
Every engagement starts with a conversation. For organizations, that's usually with the engineering or people leader sponsoring the work. For individuals, it's directly with you. Pricing and shape come out of that first conversation, once I understand what you're actually trying to do.
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