Practice · Organizational Transformation
Your strategy has changed. Your organization hasn't caught up.
A new strategy gets approved, the market shifts, or the board asks for results from AI. The org chart, the teams and the way decisions get made still reflect the old plan. The longer that gap stays open, the more good people leave and the more the new strategy stalls.
When to call
- A new strategy is approved and the org chart still reflects the old one.
- AI spend is up, but neither margins nor products show it yet.
- Product management is overloaded, understaffed or both.
What the work covers
- R&D and product org design. Structure, roles and decision rights, with a plan to keep the people you can't afford to lose.
- AI transformation. Choosing the uses that move margin or product value, and putting ownership with the teams that act on them.
- Product management function. Hiring, leveling, career paths and the operating cadence.
How an engagement runs
2 to 4 weeks
Diagnostic
The current organization, how decisions flow, and the gap to the new strategy. Ends with a target design and a sequence.
3 to 6 months
Embedded program
I lead the change through the first full operating cycle.
Ongoing
Advisory
A standing seat for the CEO or CPO while the new organization settles.
Part- or full-time
Interim or fractional
I step in as your COO or VP Operations while you hire for the role.
From the work
- Led transformations of engineering and product teams from 10 to 1,000 people.
- Led the transformation of a roughly 1,000-person R&D organization from product silos to a platform portfolio.
- Rebuilt a product management team from 5 to 12, with the mentoring and career frameworks to keep it.
- Established an engineering site in Beijing and grew it past 50 engineers.
Let's talk.
Tell me what's changed and where the plan feels stuck. The first conversation is free, takes about 45 minutes, and ends with a clear view of how I can help.