I'm not a consultant who built a framework once and has been selling it ever since. I've led engineering teams in Silicon Valley for seven years, and I'm still leading them. Everything I talk about is something I'm doing now, fixing now, or recently got wrong — which is the only reason it's useful to anyone.
Each one runs as a 30–45 minute talk or a half-day workshop. I'll shape it around your room rather than deliver it the same way twice.
Most rollouts fail long before the tooling matters. What actually blocks them is that people are quietly afraid the thing makes them redundant, and no rollout plan addresses that. What to do about it, and what happens if you don't.
For leaders rolling AI into an org that didn't ask for it.
The early people decisions that lock in for years: who you hire first, what you let slide, and how a team ends up either having the argument in the room or having it in the hallway. Also why seventeen is roughly where one person stops being able to lead well.
For founders and new engineering leaders.
Most of us are better at the job than at anything else in our lives, and we know it. This is about what the job actually taught us — and the places outside it where that turns out to be worth something.
For leadership offsites and closing keynotes.
Who's in it, how long you've got me, and what you want people thinking about on the way out. A rough note is fine — I'd rather hear early than polished.
Ask about speaking