I spent 21 years leading engineering teams at Google and Microsoft. At Google, I led an engineering org of 33+ engineers and managers at its peak, building GenAI, mobile, DevOps and knowledge graph products. Today I'm co-founding a stealth AI startup, so the shift I help you navigate is one I'm living right now. I coach and mentor engineering managers, tech leads, and engineers: coaching to help you find your own answers, mentoring when you want the view of someone who's been there. You come out of this transition more effective, less burnt out, and still in love with the work.
Most leadership advice for engineers was written for a world that no longer exists. The teams you lead are smaller, more hybrid, and increasingly working with AI as a collaborator rather than a tool. The job has changed shape. My coaching is built around the three capabilities that, in my experience, separate the leaders who thrive in this era from those who quietly burn out.
Knowing what's worth building, and what isn't. In an environment where AI lets you build almost anything quickly, the bottleneck is judgment. We sharpen yours — taste, prioritisation, the ability to push back on the wrong roadmap.
Leading people and AI together. Smaller teams, more leverage, harder coordination problems. We work on how you set direction, where you spend your attention, and how you make the new shape of the team actually function.
Staying effective for the long haul, without quietly resenting your own job. This is the capability most coaches skip. It's the one that decides whether you're still doing this work — and enjoying it — in three years.
A free 30-minute call. You tell me what's going on. I tell you honestly whether coaching or mentoring is the right tool for it. No pitch.
A 3-month coaching package — Light or Standard — or a group workshop. Whichever fits the moment you're in.
Fully confidential conversations, real homework between sessions, and a thinking partner who has been in the room when these decisions actually get made.
Steady, focused support while you work through a transition — without a heavy time commitment.
A steadier rhythm for when you're in the middle of a big shift and want to make real progress between sessions.
Bring your tougher-than-usual team or leadership challenge, and walk away with absolute clarity and a vetted action plan.
No payment now. I'll email you to confirm your seat and how to pay. Once the 5 seats are taken, you'll join the waitlist.
Both. Coaching means I ask the questions that help you find your own answers — useful when the decision is yours to make. Mentoring means I share what I've seen work after 21 years at Google and Microsoft — useful when you want a direct view from someone who's been there. Most people get a mix, and you can always ask for more of one or the other.
No. I work with engineering managers, directors, tech leads and founders, and I mentor engineers who want to grow toward senior or staff, move into management or product, or change direction.
Yes, fully. What we discuss stays between us. I don't share anything with your manager, your company or anyone else — including when your employer pays for the sessions.
Yes. Many companies cover coaching from a learning and development budget. I can send an invoice to you or to your company.
You can cancel anytime, and you get a full refund for the sessions you haven't had yet.
Sessions are 45-minute video calls, scheduled around your time zone — I work with people in the US, Canada, Europe, the Middle East, Asia and South America. Between sessions you can message me anytime, and I reply within 48 hours on working days.
A free 30-minute call is the easiest way to find out if I'm the right person to help you through this. No pitch — just a real conversation about what's going on, and whether coaching or mentoring is the right tool for it.
Book a free 30-min intro call →