Most companies where technology is the product hit the same wall. The engineering team can build almost anything, and there’s no one whose job is to decide what’s worth building. The CEO isn’t technical enough to arbitrate. The lead engineers are too close to the code. Decisions get made by whoever argued last.
That’s the gap I work in. I’m not there to run your standups or own your org chart. I’m there to help you decide what technology solves what problem, make the call stick, and stay close enough to the build to know if it’s working.
The sounding board#
Am I solving the right problem? How will this scale? How do I get security and development to play nicely? I’ve been told I need an AI strategy, do I actually? Thirty engineers have an opinion on model choice and I need to know which of those arguments deserves my attention.
You bring the decision, I bring the scar tissue. We break it down to what actually matters for you, and you make the call with better information than you had.
Technology advisory#
Ongoing technology direction. Architecture that meets you where you are and takes you where you want to go. Hiring input, vendor calls you’d rather not make alone, and the arguments worth having before you commit.
Solving the hard bits#
Unblock development by working closer with security, solve an issue you’ve hit as you scale, a security review before you launch a new feature. These are the problems that usually turn out to be the hard bit.
If you’re working on something worth talking about, reach out on LinkedIn.
Image credit @iamjsullivan on Unsplash