I have spent 20 years inside engineering programs — running them, scaling them, and delivering them across telecom, automotive, and research environments. That experience is what I bring to advisory work.
I work with a focused set of engagements at a time. The problems I am most useful for:
Program delivery that has stalled. Scope is unclear, ownership is diffuse, the plan exists but nobody trusts it. I help identify what is actually blocking progress and get things moving again.
Engineering operations at scale. Teams that have grown from 10 to 40 or 50 people and the coordination overhead has started eating the output. Planning, tracking, decision flow — where is the friction, and how do you reduce it without adding more process.
Technical leads stepping into management. The shift from individual contributor to delivery owner is harder than it looks. I have navigated that transition across multiple organisations and contexts, and I know where the leverage points are.
If any of this is relevant, I am currently open to discussing these challenges.