Advisory Services

The Problem with Most Advisory Work

Your engineering transformation looked right on paper. The frameworks were adopted, the teams restructured, the tools deployed. Consultants came in. Training programs ran. And yet: adoption is uneven, ROI is unclear, and the people closest to the work are frustrated.

The diagnosis is almost never technical.

What most transformation efforts miss is a rigorous account of what is actually happening inside the organization — at the level of teams, processes, and the dynamics between them. Without that, whatever advice you get, however confidently delivered, rests on assumption. Frameworks describe what worked somewhere else. They do not diagnose what is failing here.

What I Do Differently

I bring research methods to organizational problems that most practitioners treat with intuition.

That means going inside the organization, not assessing it from the outside. Structured interviews. Analysis of team and process dynamics. A diagnosis you can trace back to evidence. I tell you what the research supports, where the uncertainty is, and what the limitations of the analysis are. Most advisors tell you what to do. I tell you what the evidence says, what it does not, and why that distinction matters for your decision.

This is not a philosophical preference. It comes from over a decade of empirical research on software engineering organizations, 50+ peer-reviewed publications, and fieldwork inside institutions ranging from large pharmaceutical companies to mission-critical government agencies.

How We Can Work Together

I take a limited number of advisory engagements each year to give each one the depth it needs. Three formats are available, each calibrated to a different organizational need and timeline.

Case Studies

Applied research with direct organizational implications.