Service Pillar 05 of 06

Senior engineering leadership when your team needs the bench depth.

Program management, project ownership, product ops, Agile / Scrum / SAFe at enterprise scale. Embedded program managers and product leads who've shipped multi-team initiatives at Microsoft, Salesforce, and global telecom carriers — with the calm authority that gets a stalled program moving again.

What we do

The strategic and operational discipline that turns engineering investment into shipped outcomes.

Program management

Multi-team, multi-quarter programs with regulatory or revenue-critical milestones. Risk register, dependency mapping, executive-grade status reporting that doesn't lie.

Project management

Single-team initiatives with hard deadlines. Scope discipline, tradeoff conversations, the quiet management that keeps engineers shipping instead of attending status meetings.

Product ownership

Embedded PO / product leads who can write a spec, shape a roadmap, and make the hard tradeoff calls when business and engineering pull opposite ways.

Agile coaching & transformation

Scrum, Kanban, SAFe — pragmatically applied, not religiously. We help teams adopt the practices that fit their reality and drop the ones that don't.

OKRs & outcome operating systems

OKR rollouts that don't become annual ritual. Outcome metrics tied to business reality. Quarterly review cadences that drive decisions instead of producing slide decks.

Engineering effectiveness

DORA metrics, SPACE framework, developer productivity research applied to your team's reality. Not surveillance — diagnostic. Surfaces the real bottlenecks.

How an engagement runs

Four phases. The shorter the engagement, the more important the structure.

PHASE 01

Listen

Two weeks of stakeholder interviews, observation in standups, review of artifacts. We listen first; we tell you what we've heard before we propose anything.

PHASE 02

Define

Working agreements, milestone plan, RACI, risk register. Co-authored with your team — not handed down. Reviewed by the executive sponsor before kickoff.

PHASE 03

Drive

Embedded program leadership for the duration of the engagement. We run the cadence — standups, planning, retros, executive reviews. Status that's honest, including bad news early.

PHASE 04

Hand off

30/60/90-day succession. Internal lead identified and shadowed. Operating cadence documented. We leave when the program runs without us, not before.

Frameworks & tools we use daily

Methodologies are tools, not religions. We use what fits.

Scrum
Kanban
SAFe 6.0
LeSS
OKRs
North Star
RACI
DORA
SPACE
DX Framework
Jira
Linear
Monday
Confluence
Notion
Miro
Mural
PMP
PRINCE2
CSM / CSPO
SAFe SPC

Selected work

Three representative engagements. Names anonymized.

HealthcareProgram rescue

EHR migration program rescue — multi-hospital integrated delivery network

Problem
$140M EHR migration 14 months in, 9 months behind, vendor relationship deteriorating, internal team morale at floor. Executive sponsor losing board confidence.
Approach
Senior program lead embedded for 6 months. Reset the milestone plan against actual capacity. Renegotiated vendor SOW. Killed three sub-streams that had become organizationally radioactive. Restored a working cadence with weekly executive reviews.
Outcome
Migration shipped 4 months past original date — 5 months earlier than the trajectory we inherited. Sponsor still in role. Internal team re-engaged; voluntary attrition during the rescue period: zero.
FinanceOKR rollout

Engineering OKR rollout — global investment bank technology division

Problem
3,200-person engineering org. Annual goal-setting was a slide-deck exercise that bore little relationship to what teams actually shipped. Executive leadership wanted outcome accountability without becoming bureaucratic.
Approach
Phased rollout: pilot with 4 teams, learn, iterate, scale. Outcome metrics tied to business KPIs — not output measures. Quarterly review cadence with explicit "what we got wrong" segment. Coaching for managers, not just training.
Outcome
By month 9: 87% of teams had OKRs they referenced weekly. Quarterly reviews surfaced three multi-million-dollar program risks that previous quarterly business reviews had missed. Framework still in use 3 years later.
Telecom5G program

5G core launch program — Tier-1 mobile operator

Problem
Cross-functional 5G core launch with 11 teams across software, network, and operations. Hard regulatory commitment date 18 months out. Cross-team dependency map was a wall of yarn.
Approach
SAFe-style PI cadence with 3-month increments. Cross-team dependency mapping in Miro, refreshed every PI. Risk register with executive escalation criteria. Embedded program lead + product lead, both senior. Daily standup of standup leads — 12 minutes, no more.
Outcome
5G core launched 6 days before the regulatory commitment. Zero customer-impacting incidents in launch week. The dependency-mapping practice and PI cadence are now the operator's default for any 5+-team program.

Need a senior program leader by Monday?

30-minute call. No pitch deck. We'll tell you whether we can field the right person and whether your timeline is realistic.