What I do

I take on leadership roles when a team needs to change direction: engineering manager, head of product, or lead for architecture or process. I stay hands-on enough to know how the work really goes, but I’m there to lead it, not to do it. Most of the job is people: making clear why things are changing, giving the team room to own the work, and making it a place they want to show up to.

• Interim engineering and product leadership
• Coaching team leads and their teams
• Helping teams own their work
• Hiring and coaching the permanent lead, then handing over

Process should make the work easier, not harder. I sit down with the team, map how the work actually flows (often in Grapher) and change it together. Agile where it fits, without following the book for its own sake.

• Agile ways of working, coached in practice
• Mapping and simplifying processes with the people who run them
• Design thinking workshops
• Communication that brings everyone along

What people ask for and what they need are often different. I start from how the work happens today and design the architecture and the product around that. Then I stay through delivery, until people are actually using it.

• Architecture audits with practical recommendations
• Product discovery: the right thing, not the assumed thing
• Product and UX design, prototyping and usability testing
• Driving adoption and learning from real usage

I help teams work out where AI is useful for them, and build it with them. When an idea needs testing, I build a quick first version to put in front of real users, and help pick technology that will last.

• AI roadmaps, tools and hands-on coaching
• MVPs to test ideas with real users
• Technology and platform choices