The agentic-transition advisor for engineering leaders.
You are moving your engineering org through the biggest shift since the cloud. This is not a transition you can delegate, and it is not one you should figure out alone.
There are two ways to get this wrong.
Most engineering orgs are in one of these ditches right now.
Too slow, because the hype burned you.
You watched a wave of AI promises miss, so you are waiting for the dust to settle. The dust is not settling, and the gap between the teams who moved and the teams who waited is compounding monthly.
Too fast, without the discipline.
You bought the tools, ran the pilots, and now you have twelve half-adopted workflows and no way to tell which ones are working. Speed without measurement is just a more expensive kind of stuck.
You need three things in one advisor.
Most people offering help have one corner of this. The value is in holding all three at once.
The builder
I build my own multi-agent orchestrator every day: durable execution, configurable pipelines, a compounding memory system. The advice is downstream of the work, not the other way around.
Replaces the advisor who read the same reports you did and is guessing about what actually ships.
The executive
I have spent fifteen years in the rooms where engineering leaders make hard calls, and I host the O'Reilly CTO Hour and the KubeCon executive summits. I know how these decisions land with a board.
Replaces the brilliant engineer who cannot translate the transition into a plan a CFO will fund.
The engine
Behind the advice is a running system: agents draft, I review, evals gate. You see the machinery, not a black box, and you can borrow the parts that fit your org.
Replaces the slide deck about AI with an artifact the engine actually produced.
Two tiers. Priced in the open.
Month-to-month, no annual lock. I keep a hard cap of ten active clients so every engagement stays real.
A single engineering leader steering the transition.
- •Two working sessions a month on your specific situation: your team, your stack, your constraints.
- •Between sessions: async review of the decisions that cannot wait.
- •The diagnostic, the plan, and the measurement system to know what is working.
A leadership team moving an org, not just a person.
- •Everything in Advisor, extended to your leadership group.
- •Weekly cadence during the parts of the rollout that break.
- •Direct work with your staff-plus engineers on the pilots that have to land.
Both tiers run as executive advisory: I bring the judgment and the plan; delivery stays with your team or a partner. That boundary is deliberate, and it is what keeps the advice honest.
The proof is the engine, not the pitch.
I am writing the O'Reilly book on scaling AI adoption in engineering, built on case studies from dozens of companies. I run the rooms where the leaders making these decisions compare notes off the record. And I build my own agentic systems every day, so when I tell you a pattern works, I have watched it work in production, not read about it.
When we work together, you do not get advice from the sidelines. You get the same judgment I use to run my own engine, applied to your org, your constraints, and your timeline.
Who should not buy this.
- •You need someone to write the code and run the migration. I am an executive advisor, never the implementer. That is the feature, not a gap: you keep ownership, I keep judgment, and delivery runs through your team or a partner.
- •You have not started yet. Most engineering leaders should not buy advisory at this stage. Start with the free lane diagnostic, run one honest pilot, and come back when you have a real decision to make.
- •You want a keynote or a workshop. That is a different engagement; the Services page covers it.