Technical org design & scaling process
Grow the engineering org without grinding delivery to a halt
The team structure, roles, and process to grow engineering without grinding to a halt — how to split into teams, where to add leadership, and which process earns its keep. Built to fit the company you're becoming, not a generic org chart.
The problem
Engineering worked fine as one team. Now there are fifteen or twenty people, everything routes through a few overloaded leads, and adding engineers somehow makes things slower. You know you need structure — teams, managers, process — but bolt on the wrong version and you trade startup speed for big-company drag without getting the benefits.
What's included
A plan for how your engineering organization should be shaped at its next size: how to split into teams and around what boundaries, where to add engineering management and what those roles own, and how decisions and ownership flow as headcount grows. I help you introduce exactly the process that earns its keep — planning, on-call, code review, incident response — and cut the ceremony that doesn't, so structure buys you speed instead of taxing it.
Who it's for
Founders and engineering leaders whose team has outgrown its structure — typically past 10–15 engineers — and companies adding their first layer of engineering management who want to get the boundaries and process right.
Who it's not for
Small teams where a single group still works well. Adding org structure before you need it manufactures overhead; if a handful of engineers ship fine together, this is premature.
Frequently asked questions
At what size do we need to think about org structure?
Usually somewhere past 10–15 engineers, when everything routes through a few overloaded leads and adding people makes things slower rather than faster. If a single team still ships well, restructuring early just manufactures overhead.
Will adding structure slow us down like a big company?
Only if you add the wrong structure. The goal is to introduce exactly the teams, roles, and process that earn their keep and cut the ceremony that doesn't — so structure buys you speed instead of taxing it.
Do you help hire the engineering managers too?
Yes — org design and hiring go together. I help you define what each management role owns and, drawing on the team build-out work, get the leveling and interview process right for those hires.
Think this is the help you need?
Tell me where your team and technology are today, and we'll work out the right next step together — even if it isn't me.