Fractional Leadership
Senior engineering leadership, right-sized for your business.
I have spent more than a decade leading engineering organizations at companies like Nike, MURAL, and PayClearly — building the teams, processes, and cultures that make delivery predictable and work enjoyable. Fractional and advisory engagements give your business that experience without the full-time executive price tag.
Sound familiar?
“We need real engineering leadership, but can’t justify a full-time executive.”
That is exactly what fractional leadership is for: a set number of days per week of focused, senior leadership — strategy, delivery, process, and people — with the cost matched to your stage instead of a big-company org chart.
“Our founders are still running engineering, and it’s holding everything back.”
I take the day-to-day off your plate: planning, prioritization, delivery, and people leadership. Your founders get to go back to the product and vision work only they can do.
“Delivery is unpredictable, and nobody can say exactly why.”
Before you can improve, you must be able to measure. I make work visible, right-size the work in progress, and build just enough process around readiness and quality that predictability stops being a mystery.
“We’re losing good engineers, and every hire feels like a gamble.”
Retention and hiring are two sides of the same culture. I build environments of autonomy with accountability, and put real structure around hiring, onboarding, and growth so great people join — and stay.
“Our managers were promoted from engineering and never taught to lead.”
The jump from engineer to leader is a career change, not a promotion. I coach engineering managers on the fundamentals — one-on-ones, feedback, delegation, and intentional leadership — so your leaders multiply the team instead of bottlenecking it.
Ways we can work together
Fractional VP of Engineering
Ongoing, part-time leadership of your engineering organization: strategy, delivery, people, and process — embedded with your team, not observing from the sidelines.
Advisory & coaching
Recurring sessions with founders, CTOs, or engineering managers. A sounding board with pattern recognition from decades of teams, plus the accountability to follow through.
Interim leadership
Bridge a leadership gap while you search. I keep the team healthy and delivering, help define the role, and help you hire — then hand off cleanly.
Organization & process design
Team structure, career ladders, hiring and onboarding, and ways of working — designed for your stage, not copied from a company ten times your size.
How I work
- 1
Listen & assess
I start by talking with your team and watching how work actually flows — not how the org chart says it should.
- 2
Make work visible
Priorities, work in progress, and blockers get surfaced so we improve from evidence, not opinion.
- 3
Just enough process
I only introduce process where there is real pain. The need for process reveals itself — I don’t bring a binder.
- 4
Grow your leaders
I am always nurturing the next generation of leaders inside your team, because that is where durable change lives.
- 5
Work myself out of a job
Success is your organization running well without me. The goal is capability, not dependence.
Experience built at
See the full story on my work experience.
Common questions
What does “fractional” actually mean in practice?
A fixed, recurring time commitment — typically one to two days per week — where I function as your engineering leader: running planning and delivery, coaching people, and owning outcomes. I am embedded in your team, just not full-time.
Are you available for full-time roles?
Not currently — my full-time attention is committed. Fractional, advisory, and interim engagements are how I work with new organizations today.
Do you work remotely?
Yes. I work remote-first, with periodic on-site time where it genuinely helps — kickoffs, planning sessions, and team events.
How long does an engagement usually last?
Until the goal is met — typically three to twelve months. Because the aim is building your team’s capability rather than a permanent seat, engagements naturally taper as your organization gets stronger.
More ways I can help
Let’s talk about your team
A thirty-minute conversation is usually enough to tell whether I can help. No pitch, no pressure — just an honest look at where you are.