Not a strategy deck, not a build shop. I take the seat, and what I leave behind is a roadmap cut to what matters, a cadence your team keeps, and AI agents on the work that no longer needs a person.
The problem
Headcount used to set shipping speed. It doesn't anymore. The teams pulling ahead are rebuilding how the work runs, not just who does it, and they open the gap faster than a hiring plan can close it.
Two more PMs and three more engineers. The bottleneck was never how many people were deciding.
You get output. You do not get a team that can keep shipping after the invoice clears.
A demo that impresses the leadership team and never touches the work anyone actually does.
Each of those solves about a third of it. The gap is throughput, and throughput is a system: what gets decided, in what order, by whom, and how much of it a machine can now carry.
Three ways in · one engagement
Discovery through to a shipped first version. Problem framing, a roadmap cut to what matters, and product leadership in the loop until it launches.
When there is no v1 yetOperating rhythm, a prioritization system people actually use, and design and eng unblocked. The team ships without me by the end.
When v1 shipped and throughput stalledScope the workflow, build the agent, embed it where the work already happens, hand it over. Dropped where the ROI is not there.
When the work itself is the bottleneckMost engagements start at one door and end up touching all three. You are hiring one operator across product, design, ops and AI, not three vendors with three statements of work.
Engagement shapes
Fixed fee, agreed in writing before we start. No hourly billing, no change orders for thinking.
Fees are quoted on the scoping call, once we both know which shape this is.
How an engagement runs
Where the work actually stalls, from the people doing it. Prototypes and proofs of concept in front of users early, built by product and design instead of queued behind engineering. Your team learns to build them too.
One written cut of what ships, what waits, and what gets killed. Made with engineering, design, data and the stakeholders who would object in week five, so the objection lands now instead.
I am in the seat with decision rights, running the cadence. Real experiments with a stated hypothesis and a kill criterion, so shipping produces evidence rather than output.
Documentation, a named owner on your side, and the change management that makes it stick. I am not done when the work ships. I am done when your team runs it without me.
The operating model is changing, so the role definitions have to change with it. I rewrite skills, expectations and job descriptions for how the work is actually done now. What a PM owns when a prototype takes an afternoon. What senior means when an agent handles the first draft. How you hire and evaluate against that.
Teams that skip this part install a new system and keep appraising people against the old one. That is where the system quietly dies.
Fit
Where the experience comes from
Questions I get
Next step
Bring the thing that is stuck. You will leave with a read on it either way, and a straight answer on whether I am the right person for it.
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