Observations from leading teams, solving problems, and learning what works—and what doesn’t. No leadership formulas. No claim to have all the answers.
One thing I’ve been thinking about lately is what happens after you’ve made your case and the decision still goes another way. I’m comfortable challenging a decision. If I see risk, disagree with the approach, or think there’s a better path, I’m going to say it. Sometimes more than once.
Read note →I’ve never been a particularly conventional leader. I’ll play within the rules. I just don’t assume I have to play the same way everyone else does.
Read note →One of the harder realities of leadership is that accountability and control don't always come as a matched set. You're responsible for the outcome, but you may not control the funding, hiring, dependencies, or every business decision that shapes the solution.
Read note →Organizations are incredibly good at debating solutions before they've agreed on the problem they're trying to solve. Should we hire more people? Buy new technology? Reorganize the team? Those can all be valid questions, but they're often premature.
Read note →One of the more difficult responsibilities of leadership is resisting the pressure to immediately solve the problem in front of you. A team needs another resource. A customer wants a new tool. A process is not working. A technology needs to be replaced.
Read note →One of the biggest misconceptions I see in technology organizations is that standardization limits innovation. I've come to believe the opposite. When every team chooses different tools, builds unique processes, or solves the same problem in different ways, we don't create innovation. We create complexity.
Read note →The same approach behind these notes—define the problem, challenge assumptions, make the tradeoffs visible—is how I approach technology advisory work.