Coaching for technology and product leaders navigating growth, ambiguity, and the shift from doing the work to leading the people who do it.
Most of the leaders I work with are good at the job on paper. What brings them to coaching is everything the job doesn't tell you how to do: deciding fast with information you don't have, staying steady when your team is watching you for a reaction, and leading people who used to be your peers, or who know more about the problem than you do.
I don't coach from a framework I read about. Before this practice existed, I spent over thirty years inside organisations including AWS, Accenture, and ANZ, in engineering, product leadership, and organisational transformation roles. I've made the calls, sat in the rooms, and led through the versions of these problems that don't show up cleanly in a case study.
Engineering and product leaders, at the point where the job has changed under them: a first head-of-function role, a team scaling faster than the systems around it, or the quiet realisation that what got you here won't get you through what's next.
The patterns I hear most: making high-stakes decisions with incomplete information, the shift from managing individual output to leading through other leaders, scaling a team or function without losing what made it good, and holding executive presence under pressure without losing yourself in the process.
My coaching draws on thirty years of direct experience, including leading a culture transformation across 4,000 staff at ANZ, growing a professional services practice from 10 to 80 consultants at Accenture, and building AI-augmented product systems at AWS. I coach from having done the work, not only studied it.
Sessions are online, one-to-one, by arrangement, typically fortnightly. I also work directly with organisations on leadership development and team coaching, get in touch to discuss.