Services Link to heading
Most of the companies I talk to are spending a fortune on engineering and can’t say what they’re getting for it. The team is busy. Nobody is lazy. And almost none of the work turns into revenue.
That’s a direction problem, not a people problem, and it easily costs a million dollars a year.
I come in for 90 days as your interim product-technology leader and turn that around. I call it Ship What Sells.
Ship What Sells Link to heading
| Step | What happens | What you get |
|---|---|---|
| Diagnose (weeks 1–2) | I read the code, pull requests, roadmap, spend, and team, and name the real constraints with evidence | A discovery summary, a 90-day metrics baseline, and a plan you can act on |
| Redirect (weeks 3–4) | Idle contractors cut, low-return projects killed, the team pointed at the work that pays | Waste stops and runway extends |
| Lead (weeks 5–8) | The delivery cadence goes in — sprints, standup, planning, reviews, demos — and I steer through review of the team’s actual work | Progress you can see weekly, and a midpoint review against the baseline |
| Elevate (weeks 9–10) | A lead on your own payroll takes over the cadence and the tracking, with coaching until they own it | A team that runs this without me |
| Handoff (weeks 11–12) | Playbook, leading-signals one-pager, before-and-after metrics, and a workshop with you and your lead | A running org you can maintain, and proof of what changed |
Who this is for Link to heading
- Non-technical founder or CEO of a B2B SaaS company
- Spending seven figures a year on engineering
- No technical leadership in the building
- Revenue has missed, churn has started, and runway is now the conversation
Who it isn’t for Link to heading
If you have technical leadership you trust and things are working, you don’t need me. Why fix what isn’t broken?
Advisory and shorter engagements available on request.