AI Strategy & Adoption
Most teams using AI to write code are getting glorified autocomplete. The teams getting real leverage have something most don't: an organizational practice built around AI-assisted development, not just individual skill. Structured context engineering. Security-conscious workflows. Quality gates designed for AI-generated output. And it doesn't stop at code generation. I help teams apply AI across the full delivery lifecycle: product discovery, documentation, work decomposition, planning, and delivery. The goal is to reduce friction and human blind spots at every stage, not just the one where code gets written.
Beyond internal workflows, I help companies figure out where AI and ML create leverage across the broader business, including whether AI belongs in your product and what that means for data integrity, user experience, security, and compliance. I've built and shipped across the full spectrum, from deep learning and NLP to LLM tooling and agentic systems, and I'll tell you what needs AI and what doesn't, even when the honest answer is less exciting than the pitch. Getting adoption right means knowing where AI creates value and where it creates liability.
Architecture & Engineering Excellence
Most engineering orgs don't have a talent problem. They have a systems problem. Architecture that was never designed for the load it now carries. Delivery pipelines that require heroic effort to ship anything. Reliability that degrades a little more with every release until someone notices. I've seen these patterns enough times to recognize them quickly, and more importantly, to know what actually fixes them versus what just adds process on top of a broken foundation.
I build the delivery infrastructure and engineering practices that prevent this: trunk-based development, observability, CI/CD, platform foundations, and DORA-informed visibility into delivery health. Just as important, I help companies find the right amount of platform and process for where they actually are. A 60-person startup doesn't need the same investment as a 600-person company. I right-size the systems so they solve today's pain without creating tomorrow's maintenance nightmare.
Strategy & Organizational Alignment
The most common pattern I see in struggling engineering orgs: the org chart says one thing, the technical architecture says another, and the product roadmap is operating on a third set of assumptions. Teams organized around technical layers instead of business domains. Ownership so diffuse that nothing ships without five teams coordinating. Product and engineering so misaligned that half the roadmap reflects political compromise rather than strategic clarity.
I restructure engineering organizations and align them with product strategy and technical reality. Stream-aligned teams, clear ownership boundaries, and the kind of architectural thinking that makes the roadmap achievable instead of aspirational. But structure alone isn't enough. I also redesign how product and engineering collaborate across the full lifecycle, from discovery through delivery, so work actually flows from ideation to production instead of getting stuck in the handoff. I've taken delivery predictability from the mid-60s to the mid-90s doing exactly this. And I advise engineering leaders on the technical dimensions of strategic decisions, so product can prioritize with confidence instead of guesswork.