Organizational coaching and consulting
When the problem crosses teams, departments, and management levels.
I work directly with the leaders, managers, product people, and engineers involved. That can include code, team responsibilities, product decisions, communication between offices, or how managers lead.
Typical engagement
Several individual days, or two to three days per week for a few weeks or months.
€2,000 net / day
What happens
First see the work. Then decide what to change.
There is no standard transformation program. The work depends on what is causing the delay, conflict, or loss of responsibility.
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01
Talk to people and watch the work
Meet the people involved, sit in meetings, inspect the product and code where relevant, and see how decisions are actually made.
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02
Work where the cause is
That may mean changing code, helping a team take responsibility, clarifying a product role, or working with a manager whose behavior is holding people back.
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03
Help people continue without me
The people inside the company learn to make the decisions and improve the process themselves after the engagement ends.
Examples from client work
European finance-regulation company
The CTO wanted shorter discussions, better cooperation between offices, cleaner software, and a move from project work toward a product business.
Problems were solved faster, teams worked together across offices, and software development was no longer seen as the problem.
Software company
Even simple features took too long. Legacy code was part of the problem, but unclear roles and a lead developer who unintentionally held newer developers back also slowed the team.
Feature delivery moved again. Developers took more responsibility, support staff moved into product work, and the team continued improving its process.
Aerospace company
A manager had recently taken responsibility for a larger part of a factory and was trying to lead the way he thought a leader should.
We walked through the factory, discussed the work and the people, and helped him lead from strengths he already had instead of copying an abstract model.
When this is useful
The team cannot solve the problem alone.
A technical problem is tied to unclear responsibility, management behavior, or product decisions.
The team keeps raising the same impediment, but the decision belongs to someone outside the team.
Executives, product people, and engineers describe the same problem in completely different ways.
You want your own people to continue the work instead of depending on a consultant.
What keeps happening?
Tell me what people are waiting for, arguing about, or failing to deliver, and what you have already tried.
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