Articles
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The Use Case Is Building Software and the Best Practice Is Today
Executive Deck ↗Exec summary ↗Listen ↗Stop asking about AI use cases. The use case is your entire SDLC. Learn why executives must build with AI tools themselves to lead the transformation.
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The 2028 Problem You’re Creating in 2025
Executive Deck ↗Exec summary ↗Listen ↗Your 2025 AI decisions shape your 2028 reality. Learn why waiting for clarity is the riskiest strategy and how to build for capabilities that don’t exist yet.
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If Your Vendor Doesn’t Ask These Three Questions Before the Demo, Politely Ask for a Field CTO Who Will
Executive Deck ↗Exec summary ↗Listen ↗Before your next AI vendor demo, make sure they ask these 3 critical questions. If they don’t, you’re getting a performance, not a partnership.
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What Got You Here Won’t Keep You Here: A Letter to Technology Executives
Executive Deck ↗Exec summary ↗Listen ↗Technology executives: the skills that got you here won’t keep you here. A frank letter about adapting your leadership for the AI-native era.
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What Got You Here Won’t Keep You Here: A Letter to VPs of Engineering
Executive Deck ↗Exec summary ↗Listen ↗VPs of Engineering: your playbook is obsolete. Here’s how AI changes everything about how you lead, measure, and develop your organization.
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What Got You Here Won’t Keep You Here: A Letter to Engineering Directors
Executive Deck ↗Exec summary ↗Listen ↗Engineering directors have 18 months to prove they can transform teams for AI. The market in 2028 will have directors with proven transformation track records. Will you be one of them?
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Your Questions About AI in the SDLC Reveal Exactly Where You Are in the Adoption Curve—And How to Bridge the Gap Before You Waste a Year
Executive Deck ↗Exec summary ↗Listen ↗Your questions about AI in the SDLC reveal your adoption maturity level. Diagnose where you are and learn how to accelerate your journey.
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How to Negotiate Your new AI Leadership Comp
Executive Deck ↗Exec summary ↗Listen ↗Negotiating an AI leadership role? Here’s how to structure compensation that reflects your value in transforming engineering organizations.
Essential or Ornamental
Three companies. Three choices. One satisfactory ending.
One does nothing. One maps the waste. One bets everything on twelve people in a warehouse.
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