The most frequent co-existing use cases

HOW I'LL HELP YOUR COMPANY BUILDING THE PRODUCT RIGHT​

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case studies

Ataccama: Performance reviews

Performance reviews people ❤️

Kosik: Performance reviews

Engineering efficiency metrics - implementation

Kiwi.com: Teams efficiency

Engineering efficiency metrics - advisory

Deepnote: Budgeting

Engineering budgeting, payroll/non-payroll costs

Apify: Transition to Kanban

Kanban adoption step by step

Internal audit

Teams efficiency analysis, improvement roadmap, adoption

Kiwi.com: Teams efficiency

Engineering efficiency metrics - advisory

<Disclosed>: Teams efficiency

Teams internal audit in efficiency

<Disclosed>: Onboarding boost

Beyond standard onboarding process

Mews: 80% delivery

OKRs alignment Mews: hiring funnel: 6 devs hired per mo Mews: tech to prod-oriented reorg

Specific engineering leadership topics

Transparency: teams success and quality metrics

Established company-wide engineering dashboards, providing info about OKRs/Roadmap completion, teams health board, contracts, planning, and ongoing sprints.

Product development life cycle

Product delivery doesn’t consist solely of the development phase. To maximise gains, we have to pay extra attention to the continuous discovery of opportunities. That means on the other side of the spectrum (post-release), we’ll cover the activation, adoption, and feature success phases to reflect real customer outcomes.

New team lead growth programme

The sole purpose of the programme is to prepare the new team lead for success by providing a strong foundation in various fields. My aim is to ensure the team lead is well-adapted within 3-6 months, rather than letting them sink or swim for two years.

Engineering managers and team leaders mentoring

engineering leadership mentoring triangle

Cooperation with the product

If you encounter a disconnect between your product managers and software engineers, we can remedy this by applying a set of improvements. This could include establishing product trios, engaging the developer with the product, adjusting the software delivery process, and outlining clear responsibility and coordination guidelines.

Connecting OKRs and developer tasks

Compared to the old-fashioned yearly SMART goals, the quarterly-based objectives of OKRs are more likely to result in strategic initiative completion due to their shorter feedback loop and regular monthly updates. Only a limited number of companies have adopted the OKR system end-to-end, from leadership down to individual contributors.

Alignment: Cooperation with the product

If you encounter a disconnect between your product managers and software engineers, we can remedy this by applying a set of improvements. This could include establishing product trios, engaging the developer with the product, adjusting the software delivery process, and outlining clear responsibility and coordination guidelines.

Growth: Structure and reorg

If your team doubles in size, we can minimise growing pains by tackling the most critical points: how to grow your new team leaders, how to onboard a new team to set them up for success, how to restructure teams to streamline expected outcomes, and what new operational roles are needed to support our ambitions (data teams, product ops, agile coach, etc.).

Strategy: Connecting OKRs and developer tasks

Compared to the old-fashioned yearly SMART goals, the quarterly-based objectives of OKRs are more likely to result in strategic initiative completion due to their shorter feedback loop and regular monthly updates. Only a limited number of companies have adopted the OKR system end-to-end, from leadership down to individual contributors.

Learning: New team lead growth programme

My motivation is to ensure the team lead is well-adapted within 3-6 months, instead of letting them sink or swim for two years. If you have an engineering leader who is effective but inexperienced, I can help. I’ve worked with many promising but less experienced leaders who I’ve helped make the impact their company requires of them.

Delivery: Efficiency

Do your teams only deliver half their plans? I can help boost their efficiency by up to 80% in sprint and goal delivery. Together, we’ll identify and enhance all the right domains: roadmap contribution, time to value flow, unplanned issues ratio, and more.

Transparency: teams success and quality metrics

How do you define and measure success? By implementing fully transparent and real-time quality and success metrics, we can ensure the team focuses on what matters most: roadmap delivery with predefined quality standards.

Growth: Hiring

Why should anyone want to work for your company? I can help you work out your strategy for getting the best talent you can in the door. Some companies distinguish themselves by their work culture. Other companies attract candidates by the problem space they are in. Others may offer their employees freedoms, such as working on open source, or short work weeks. To hire in this competitive environment, you need a good hiring strategy. And you need a good retention strategy. Your hiring process also needs to be competitive.

Boost your career or land the job

Helping people land a new job in engineering management, director and VP roles. We discuss the preparation, interview questions, various situations, and follow-ups after each round. We design an onboarding transition plan, including the definition of success.

Teams efficiency

Think of Cost of missed opportunities. Will I outrun the competition?

Delivery: Product development life cycle

Product delivery doesn’t consist solely of the development phase. To maximise gains, we have to pay extra attention to the continuous discovery of opportunities. That means on the other side of the spectrum (post-release), we’ll cover the activation, adoption, and feature success phases to reflect real customer outcomes.

Agility: How to hire and cooperate with agile coaches. Continuous releases.

How do you navigate from artificial agility to a stage where continuous improvement and a fast feedback loop are part of your mindset? What roles can help you achieve this? How do you define your agility strategy, processes, and tools? How do you hire and onboard agile coaches? How can you change people’s perspectives and measure agility adoption? I can guide you through all of this using my own success stories.

THE WAY I UNDERSTAND
AN ENGINEERING ORG ECOSYSTEM

my experience in engineering leadership

Leaderhip.

We’ll survive the growth only if we create the right foundation based on leaders worth following. Processes will not save the world.

Strategy.

Ensure there is a live product and technical strategy people refer to. Connect the dots between the vision, mission, strategy, initiatives, and epics, up to developers’ tasks.

Cooperation.

Work in trios: product lead & engineering lead & design lead. Close the gap between product and engineering discovery and delivery. Build trust and assign autonomy.

Principles.

We have people compatible with our principles: be it company principles, technical or product principles. Build an environment where people are safe if they follow the principles.

Brand awareness.

Talent attracts talent. Build your brand and the hiring pipeline. Work with community management. Engage people to blog posting, meetups, speaking, hackatons, conferences, and more. Cooperate with your talent acquisition team.

Delivery.

Guarantee the contract of delivering 80+% of the roadmap. Average companies deliver ~ 50-60% of their goals. Gain a competitive advantage by having efficient teams.