Tech Venture Consulting

01 — What it is

I consult for tech ventures on the two things that decide whether they ship: how product management actually works, and how engineering teams are structured as they grow past the point where everyone can be in one conversation.

The engagements that go well usually start the same way — a team that was fast at ten people has stopped being fast at forty, and nobody can say exactly why. Usually it is not talent. It is unclear ownership, a roadmap nobody believes, a review process that has quietly become the bottleneck, and planning rituals that generate documents instead of decisions.

I work in fintech and proptech specifically, because the constraints there are not generic. Money movement has to reconcile. Physical inventory has to be real. Compliance is not a feature flag. Advice that ignores those constraints is just vocabulary.

Engagements are scoped tight and honest: diagnose, recommend, and stay long enough to see the change hold. If I am not the right person for the problem, I will say so in the first conversation.