You're shipping slowly because every new hire makes coordination worse, your seniors spend 60% of their time unblocking juniors, and "almost done" means two more weeks of debugging in production.
I fix the machine. Not the people.
Your board thinks adding 5 engineers means 40% more output. Your CEO asks why the roadmap slipped again. You're explaining — again — that software doesn't scale linearly with headcount.
Meanwhile:
Your best senior engineer hasn't written code in three weeks. She's in meetings, reviewing PRs, answering Slack, onboarding the new guy who still can't ship without hand-holding.
"Sprint commitment" is a joke everyone pretends to take seriously.
You have 25 engineers and somehow less throughput than when you had 8.
You worked last Sunday. You'll probably work this Sunday too.
The board sees headcount. They don't see the invisible tax: the context-switching, the unclear ownership, the PRs that sit for 4 days, the deploys that need a human to babysit them.
You've tried process changes. Retros. New tools. Maybe a consultant who gave you a 40-slide deck and disappeared.
Still slow. Still grinding.
Here's what nobody tells you: this is normal. Every engineering org hits this wall between 10 and 30 people. The ones who break through don't add more process — they remove the friction that created the need for process in the first place.
How It Works
Most consultants observe, document, present recommendations, and leave. You're stuck implementing their ideas with a team that's already stretched thin.
I work differently.
Phase 1
Not "discovery." Not a listening tour. I identify the 2-3 places where work actually dies — the handoffs, the unclear ownership, the approval bottlenecks, the "waiting on X" that accounts for 60% of your cycle time.
Phase 2
I don't hand you a roadmap and wish you luck. I'm in the codebase, the PRs, the sprint planning. We implement the changes together. Your team sees someone doing the work, not just talking about it.
Phase 3
We measure. Cycle time. Deployment frequency. Time-to-first-commit for new hires. If the numbers don't move, we keep going until they do. When they do, I'm out. Your team owns it.
The Outcome
Sprints that actually ship. Senior engineers writing code again. New hires productive in weeks, not quarters. And you — home at 6pm more often than not.
The Proof
Before I consulted, I was the engineer responsible for modernizing the U.S. passport renewal system.
The old process took citizens 50+ minutes to complete — if they didn't give up. My team shipped a system that cut that to 5-13 minutes. We process 6-12,000 applications daily.
We did it with a small team, under federal security constraints, through a bureaucracy designed to prevent exactly the kind of rapid iteration we needed.
If I can maintain velocity in that environment, your Series B startup won't be the hard part.
Who This Is For
The Offer
4 weeks. Three things happen:
I identify the specific constraints killing your velocity — not a generic list, the actual bottlenecks in your codebase, your team, your deploys.
We fix one of them. Not a plan to fix it. Actually fixed, in production, measurable.
You get a roadmap for the rest — prioritized by impact, with realistic effort estimates.
If the audit doesn't surface at least one insight that changes how you operate, don't pay me.
We'll know in 10 minutes if this is a fit
More hours won't fix a machine that's broken. More people won't fix a coordination problem. More process won't fix unclear ownership.
You can keep running at 80% capacity while shipping at 40% speed.
Or you can fix the machine.