Services
Your right hand, as only a technical operator can deliver.
About this work
Four ways I move your organization forward
The Chief of Staff role is the most misunderstood position in a scaling company. It's not an executive assistant with a better title. It's not a project manager. It's the person who owns the connective tissue of the organization — the systems, processes, and communication channels that determine whether leadership's decisions actually become reality.
The "technical" part means I can operate in that role without being blind to what engineering is actually doing. I don't take engineering's word for it — I can evaluate it. That changes the quality of every conversation between technical teams and the rest of the business.
WHAT THIS IS NOT
Not strategy decks handed off and forgotten
Not ownership of your engineering function - that's your CTO's job
Not hourly consulting or a weekly check-in relationship
Not a role that only works when I'm in the room
Strategic operations
Strategic Operations
Turn leadership decisions into organizational action
I build the operating rhythm that turns leadership decisions into organizational action. This means designing and running the decision-making cadences — leadership syncs, cross-functional reviews, quarterly planning — so that priorities move from conversation to execution without getting lost.
It also means building the KPI and reporting infrastructure so leadership sees what's actually happening, not what teams think leadership wants to hear. And creating the escalation and prioritization systems that keep execution moving without everything routing through the CEO.
The goal isn't to add process for the sake of process. It's to replace the informal systems that stopped working at employee 30 with durable ones that work at employee 150.
Operations services
Decision-making cadences and leadership meeting design
KPI and reporting infrastructure
Escalation and prioritization systems
Cross-functional quarterly planning
Cross-Functional coordination
Engineering and business, finally speaking the same language
The defining challenge for companies with technically complex products is getting teams that think differently to work together effectively. Engineering operates in constraints and tradeoffs. Business development operates in commitments and timelines. Manufacturing operates in production rates and tolerances. These aren't just communication gaps — they're fundamentally different mental models of the world.
I serve as the bridge — translating constraints, aligning timelines, and ensuring that what one team commits to is actually achievable given what the other teams are doing. This is where my technical background pays the highest dividend: I can evaluate engineering tradeoffs independently, not just relay them. I'm not a message relay. I'm an independent evaluator.
When the hardware team and the software team are talking past each other, or when engineering is setting a timeline that business development has already committed against, I can get in that room and actually understand both sides.
Coordination Services
Engineering-to-business constraint translation
Timeline and dependency alignment across teams
Cross-team communication architecture
Stakeholder visibility without engineering overhead
Cross-Functional coordination
Organizational infrastructure
Organizational Infrastructure
Build systems that scale without you in the room
Scaling from 30 to 150 people breaks every informal system a company relied on at 15. The Slack channel where everyone once shared updates becomes noise. The Friday standup that used to cover everything now leaves half the company out of the loop. The onboarding process that was "just show them around" no longer works when you're hiring six people a month.
I build the formal systems that replace the informal ones - onboarding processes, team communication architecture, meeting structures, documentation standards, and the workflow automations that make all of it sustainable at scale. The key constraint: every system I build has to work without me present. If it depends on my presence to function, it's not a system - it's a workaround.
This is also where AI fluency makes a material difference. I use custom automations and LLM-assisted process design to build operational infrastructure faster than traditional operators - and to make that infrastructure adaptive, not static.
INFRASTRUCTURE SERVICES
Onboarding and team process design
Meeting structure and communication architecture
Documentation standards and knowledge management
Workflow automation and AI-assisted process design
Technical program coordination
Program visibility across complex, multi-workstream development
For companies managing complex, multi-workstream development programs — common in defense, space, and hardtech — the gap between engineering execution and business milestones is where programs go off the rails. Not because engineering isn't working hard, but because leadership doesn't have real-time visibility into where the bottlenecks are until they become crises.
I provide program-level coordination that bridges that gap without owning the engineering function. I design the program cadence, manage cross-team dependencies, own the stakeholder communication, and build the reporting infrastructure that gives leadership visibility without creating overhead for engineering teams. The goal is for leadership to know, at any given moment, where each program stands — not because I'm running every meeting, but because the information flow is architected correctly.
This capability is especially relevant in defense tech and space tech, where programs have long development cycles, demanding government stakeholders, and zero tolerance for communication failures.
Program Services
Program cadence and milestone tracking
Cross-team dependency management
Stakeholder reporting and communication
Engineering visibility infrastructure
Technical program coordination
How engagements work
Every engagement starts with a diagnostic phase — typically 2–3 weeks of embedded observation and stakeholder conversations to identify the highest-leverage interventions. This isn't a proposal exercise; it's working time. By the end of the diagnostic, we both know exactly what the priorities are and whether ongoing partnership makes sense.
Ongoing engagements are structured as monthly retainers, typically 10–20 hours per week depending on organizational complexity and scope. Most engagements run 6–12 months. I work as an embedded member of your leadership team — attending standups, joining cross-functional meetings, building relationships with team leads — not as an outside advisor who shows up for a weekly check-in.
I don't write strategy decks and hand them off. I don't own your engineering function — that's your CTO's job. I don't do hourly consulting. And I don't take on more than two or three concurrent engagements, because the value of this role depends on depth, not breadth.
