Fearless Organizations

## Overview Closing a deal is just the beginning. The real challenge is turning due diligence findings and value creation plans into operational reality – often under time pressure, with new management, and across multiple portfolio companies. I provide hands-on technology leadership during the critical post-acquisition phase. ## What I Deliver - Operating model & governance – designing the technology organization structure, decision-making processes, and reporting lines that fit the new ownership context - KPI/OKR systems – establishing measurable engineering goals that connect to business outcomes and investor expectations - Budgeting & capacity planning – technology cost management and resource planning aligned with the value creation plan - Scalable hiring – building hiring processes that can recruit dozens of engineers while maintaining high selectivity - Board-level reporting – engineering health dashboards covering delivery KPIs, attrition, incident trends, and progress against the technology roadmap - Permanent leadership recruitment – finding and onboarding a permanent CTO or VP Engineering, with structured handover ## Track Record For a PE-backed financial information and brokerage group, I established scalable hiring processes and recruited 30+ engineers including a permanent CTO successor – with an 8.75% funnel-to-hire ratio demonstrating high selectivity. I halved the release cycle time from 30 to 14 days, introduced board-level engineering health reporting, and led group-wide technology budget and value creation planning.

## Overview Scaling an engineering organization is one of the hardest challenges in technology leadership. Hiring fast without lowering the bar, restructuring teams without losing momentum, building culture while doubling headcount – these require deliberate design, not just good intentions. I help companies build engineering organizations that scale. ## What I Deliver - Hiring process design – structured, scalable hiring funnels with case-study-based interviews that maintain high selectivity even at volume - Leveling frameworks – clear career ladders for engineers and engineering managers that support fair compensation, performance management, and growth - Team restructuring – reorganizing around product ownership, reducing dependencies, and improving delivery speed - Nearshore build-out – assembling and integrating remote or nearshore engineering teams with proper processes from day one - Performance management – establishing feedback loops, one-on-ones, and performance evaluation systems that actually work - Succession planning – coaching internal leaders into senior roles and ensuring smooth handovers ## Track Record At sevDesk, I doubled the engineering headcount during hyper-growth while maintaining an eNPS of ~60 and extremely low attrition. I reorganized teams around product ownership, introduced a leveling framework, and delivered a structured handover to the incoming CTO.