Two Fish Labs
At some point, your company hits a wall. Something in engineering, product, or the org itself stops working. The hard part is knowing what.
Is it the team, or the tech they're working with? Is delivery slow because of process, or because the product direction keeps shifting? Is the real issue technical, organizational, or a gap in the product itself?
There's no single answer. It depends on the company, and it's rarely obvious from the outside. The way to find it is to look closely: talk to the team, read the code, watch how work actually moves. The diagnosis shapes the fix. The fix sharpens the diagnosis.
That's what I do. I find where tech, product, or team structure has become the constraint, then I fix what's actually broken: leadership, architecture, delivery process, or the product itself.
01 How I Work
Find the real constraint
It might be the team. It might be the tech. It might be a gap in the product. Before adding process or headcount, I find out which.
Fix what's actually broken
Leadership, team structure, technical architecture, delivery process, or the product itself: whatever's creating the constraint gets addressed directly, not patched around.
Design for independence
I build so things can keep running without me, not so they depend on me. Less key-person risk, without adding overhead that slows things down.
There's no fixed playbook here. Every engagement starts the same way: understand how work actually happens before proposing a fix. Sometimes that means changing team structure or leadership. Sometimes it means putting AI directly into a workflow, not as a headline feature, but as leverage that frees people from repetitive work.
That doesn't change when AI is part of the picture. A model can draft something, summarize something, or take a repetitive task off someone's plate, but deciding whether the result is right stays with the responsible human, not a checkpoint tacked on at the end. I own that call, and I own what happens next. AI might draft, but I decide.
02 Solutions
Workshops
A focused, time-boxed engagement to diagnose the constraint and leave you with a concrete plan: team structure, delivery model, or technical direction, ready for your org to act on immediately.
Advisory
Ongoing counsel without the full-time seat. Regular cadence with founders and technical leads to keep decisions sharp as the org grows: architecture calls, hiring, org design, delivery health.
Fractional CTO
Embedded technical leadership for founder-led companies who need a partner, not just an executor, whether you're technical and ready to hand off the CTO seat, or non-technical and need someone to own it.
03 About
From startups to big tech to global strategic design consultancies, I've built and rebuilt engineering organizations in nearly every kind of company there is. That range is the point: a fractional CTO doesn't get to pick the problem walking in the door, so the credibility has to come from having already solved a lot of different ones.
I led a platform team at Amazon serving hundreds of millions of users on the retail site and mobile app. I directed a 50-person global technology organization at frog, delivering complex digital platforms across industries, from automotive and mobility to retail and telecommunications. And I grew engineering at T3 through its highest-growth years, more than tripling capacity across a team of 50, without losing the culture or the quality bar that got the team there in the first place.
I've seen what breaks. I know how to fix it.
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