Engineering leadership consulting
Delivery and engineering leadership for South African financial services teams.
I run engineering delivery inside a regulated financial services group and build a product on the side. That dual view — operator and founder — is what a consultant without a day job in either seat can’t offer.
Engagements
How this can work
Delivery diagnostic
1–2 weeks · for teams that have stopped trusting their own roadmap
A focused review of where delivery is actually slowing down — process, org structure, or technical debt — with a short, specific set of changes rather than a generic maturity model.
Fractional engineering leadership
Ongoing, part-time · for teams between permanent hires
Hands-on engineering management for a team in transition: covering delivery, hiring, and technical direction while a permanent leader is found.
Team and org design
2–4 weeks · for a reorg you want to get right the first time
Structuring teams around the constraint you expect next quarter, not the incident that just happened — informed by the argument in the essays.
Technical due diligence
Days, not weeks · for an acquisition or investment decision
A grounded read on engineering org health and technical risk for anyone making a financial decision about a technology business.
How I think about this
Structure is a bet about what will be hard next quarter. Most engagements start by finding out which bet you’re actually making.
Evidence
How I think about this work
The Middle Management Trap
Engineering managers are measured on delivery and paid in context. The trap is that context does not compound unless somebody writes it down.
Two-Way Doors, and the Ones That Only Look Reversible
Amazon gave us a good heuristic and a bad habit. Most decisions teams call reversible are reversible in theory and permanent in practice.
Org Design for Teams That Actually Ship
Structure is a bet about what will be hard next quarter. Most reorgs re-bet on last quarter.