The best engineering teams aren't just technically strong. They're built on trust, clear direction, and a culture that brings out the best in people. That's what I help you build.
Former CTO. Scaled engineering teams from 5 to 50.
I've spent over 20 years in software engineering and engineering leadership, including eight years as CTO or Head of Engineering at Australian tech companies. I've scaled teams from 5 to 50, built engineering cultures from scratch, and supported two successful technology due diligences. I work from that experience, not from frameworks.
I write and speak about engineering leadership, culture, and delivery.
All articles, videos and talksMost attempts to improve an engineering team start in the wrong place. New processes get introduced. Frameworks get adopted. Tools get replaced. And yet the team keeps underdelivering, the culture stays flat, and the best people start to leave.
The real lever is almost always the people: how they're led, how they're developed, whether they trust the people above them, and whether they feel heard. Get that right, and the processes and frameworks take care of themselves.
That's easy to say. It's harder to do, especially when you're also trying to ship product, manage stakeholders, and scale a team fast. It requires building genuine trust with engineers, being direct in a way that lands well rather than creates friction, and taking people on a change journey rather than imposing change on them.
That's where I come in.
Many engineers plateau not because they lack technical skill, but because they haven't made the shift from contributing to multiplying. I coach engineers from individual contributors to head of engineering on making that shift stick.
Learn more about coachingEngineering teams in fast-growing companies hit the same wall: delivery slows, culture strains, and the business loses visibility. I've led the 5-to-50 journeys, bringing the leadership, culture, and delivery discipline needed to restore performance.
Learn more about Fractional CTOWhether you're preparing for a sale, evaluating an acquisition, or diagnosing underperformance, I provide an honest, evidence-based view of where engineering stands and what to do next.
Learn more about assessmentsIf you're an engineering leader looking to grow, a founder who needs senior technical leadership, or an investor wanting an honest view of a company's engineering, I'd be glad to have a conversation.