01
Product & Platform Strategy
Translating ambiguous business goals into product roadmaps, technical architectures, and the operating cadence that ships them. North-star metrics, not vanity dashboards.
Expertise · 6 areas
Where I tend to be most useful.
Each area below represents a few cycles of practice — at least one shipped system, one painful lesson, and a working point of view I'm willing to defend over coffee.
02
Engineering Leadership
Building teams that compound. Hiring for trajectory, structuring for autonomy, and instituting the engineering discipline that lets senior people do their best work.
03
Architecture & Systems Design
Pragmatic systems that age well. Choosing boring technology where it matters, and investing creativity at the layers that genuinely differentiate the product.
04
AI & Applied Machine Learning
Putting modern ML into production responsibly — from retrieval pipelines and LLM tooling to the evaluation harnesses that keep them honest at scale.
05
Operating Model Design
The unglamorous work that determines whether good strategy becomes good execution: rituals, planning surfaces, decision rights, and incident discipline.
06
Advisory & Mentorship
Trusted second opinion for founders, CTOs, and senior ICs navigating zero-to-one bets, org redesigns, and the inflection points where staying analytical is hardest.
Method
A few working principles.
01
Clarity beats cleverness.
The best architectural choice is almost always the one a calm engineer can re-derive at 3 AM. I optimise for that engineer.
02
Outcomes over output.
Velocity is a poor proxy for value. I would rather ship one thing that moves a metric than ten that move a roadmap.
03
Boring tech, sharp judgement.
Use unfashionable tools where the system needs reliability. Spend creativity at the layers that genuinely differentiate.
04
People are the platform.
Org design is product design. Most "engineering problems" at scale are actually unspoken decisions about who owns what.
Get in touch
Working on something interesting? Let's talk.
Best for founder advisory, fractional leadership, second opinions on hard technical decisions, and the occasional good conversation.