The situations we help with

• A platform team and an ML team have drifted apart over eighteen months. Neither leader will say it directly, but each has stopped trusting the other’s roadmap. We work one-on-one with people on both sides, then bring the two leaders into a structured conversation that gets the actual disagreement on the table. Often by then, both already know what they need to say to each other.

• A newly-promoted VP Engineering inherited a team where two staff engineers cannot work together, and it is blocking the platform roadmap. We work with the VP on how to hold the conversation, sit in on the conversation itself, and follow up two weeks later to see what stuck.

• After an acquisition, the acquired team’s tech leads feel sidelined and the acquiring company’s leadership cannot understand why velocity has collapsed. We interview across both sides, surface the pattern, and help the CTO design a small number of concrete moves that change the dynamic. Often the lever is smaller than anyone expects — a meeting that needs to happen, a decision rights question that hasn’t been answered.

• An engineering organization is rapidly changing how it works in response to new technology. Process is in flux, roles are unclear, and senior engineers are uncertain about their place in what comes next. We work with the leadership team on how to navigate the transition without losing the people they most need to keep.

• An engineering organization is hiring strong individual contributors, but the teams those hires land in are not functioning cohesively, and attrition is climbing. We sit with engineering leaders to surface what they actually want the team to be — and let that conversation reshape who they hire, what the interviewing process selects for, and what collaboration looks like from day one.