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Packages offered

 

A package is a predefined set of benefits with a standard scope, timeline and price. You can buy one package. Or assemble multiple packages to get what you want. Or buy one package multiple times, say Scale one app twice if you need to scale two apps.

 
 
Upgrading your company

In this package, you tell me your business problems: Is your tech unable to keep up with business growth? Do features not work properly? Are customers unhappy? Then, I'll deliver the following benefits:

  1. Upgrade your company along multiple axes — tech, engineering processes, and how the company is run — to scale to multiple times the current business.

  2. Upskill founders, functional leads and engineers.

  3. Prioritize outcomes to work towards.

  4. Increase satisfaction and retention of customers and team members.

Timeline:

  1. 1 quarter to come up with a prioritized list of changes to make, for $100K...

  2. ... after which we'll take 1-2 quarters to implement them, for an additional fee of $175K.

 
 
Scale one app

This package will scale your app to support more users than you have. This, in turn, will deliver secondary benefits like:

  1. Increase customer satisfaction.

  2. Go aggressive on customer acquisition.

  3. Allow you to take on prospects who demand scale.

  4. Reduce support incidents.

  5. Identify and fix management problems that are causing technical problems, thus transforming your company to build scalable software.

Timeline: In the first month, we'll identify what needs to be done, and prioritize it. You'll start to see results from the second month, and the full results will be delivered in 6 months.

Price: $100K.

 
 
Advisory

This engagement will contribute to the following outcomes:

  1. Make high-stakes and hard to reverse decisions with lower risk and increased confidence.

  2. Upskill the entire team, from founders to functional leads to individual contributors.

  3. I'll be available to your team members to advise, and I'll also advise proactively.

  4. Identify gaps in team skills, processes or technology.

  5. I won't make any decisions and step on people's toes. The final decision-making authority will be your team's.

Price: $100K for one year.

Alternatively, $4K/month with a limited number of hours.

 
 
Hire one person

This package will give you the following benefits:

  1. Identifying and prioritizing business outcomes we're hiring for.

  2. Identifying other functions which are needed for the new hire to be productive, like leads or designers.

  3. Validating that the framework you have is aligned with your business goals.

  4. Hiring people.

  5. Everything included in the Interview upskilling package (see below).

Price: We'll begin with a strategy session for $19K, after which there will be a $19K fee for each person hired.

 
 
Interview upskilling

This package consists of:

  1. Recordings of interviews with an engineer, a lead and a Director, showing how to interview people at various levels of seniority, with timestamped comments showing to interpret responses. This will upskill your team and impress candidates, so that they choose your company.

  2. A video showing how to evaluate a take-home assignment before an interview.

  3. A hiring planner to identify missing critical skills or insufficient manpower so that hiring is not the bottleneck to business results.

  4. Two different hiring processes, with different tradeoffs.

Price: $900, with a 2-month money-back guarantee. Or $90 for one mock interview.

 
 
Single call

If you have one specific question like "Should we use serverless?", schedule a 1.5-hour call to discuss it in detail and get clarity.

 

Price: $400. No-questions-asked money-back guarantee if you're dissatisfied. Free if you're okay with it being posted on YouTube.

Custom engagement​

 

If none of the packages work for you, we can do a custom engagement: tell me the business outcomes you want, and I'll plan an engagement to achieve those outcomes.

Price: A typical engagement costs tens of thousands of dollars, but yours can be less or more, depending on the scope.

FAQs

Q: Is there anything I as the client need to do to make the engagement a success?

A: Yes, a consulting engagement is a partnership, and for any partnership to work, both sides need to do their part right. Please see below for specifics.

Q: What's the most important thing for me to be clear about?

A: Your desired outcomes. We can’t reach a destination if we don’t know what it is. Please brainstorm with your colleagues, identify the results you want, and prioritize them.

Q: Are the prices negotiable?

A: Yes, if you're okay with getting less in exchange.

Q: Do you have an explicit or implicit style of communication?

A: Explicit. If I mean yes, I say yes. If I mean no, I say no. Similarly, I need you to be explicit with me: if you have a concern with what I said, say so — we'll have an open discussion, and reach a decision. Saying no is better than remaining silent because the latter will cause me to feel dismissed and thus check out.

Q: As we work together, what information do I need to share with you?

A: Everything. Tell me what's working well. What keeps you up at night. Tell me problems with the timeline. Tell me personal problems, since they often arise from team issues, which I'll be able to diagnose if you tell me the symptoms. You may not feel comfortable sharing these with your employees (since they may start worrying) or investors (since they may judge you), but we'll create a safe space where we can be vulnerable with each other. Since I've been on the other side of the table myself, I'll understand your situation and help you constructively. I enter every engagement wanting to do the best I can for you  and for every other client, but I can't do that if I'm kept at arms' length. One client took four months to open up to me, which only delayed results by four months.

Q: Will I need to change the way I'm running my team?

A: Typically, yes — engineering problems have an underlying cause in management problems. I'll identify these, and you'll need to change. The specifics vary from company to company, but typically, some changes are required.

Q: How would you like me to handle it when you need to make a decision but I'm unsure?

A: Say so — we'll make the decision collaboratively. But please don't feel the need to be decisive and say "yes" when you're unsure, only to change it later, after work has already been planned based on your input, which can't be redone.

 

Q: I have a concern with you or your team.

A: As we work together, it's natural to have concerns or disagreements. Let's bring them up instead of ignoring them to the point where opinions harden into judgments that are impossible to recover from. Let's also have these conversations in a blameless manner. Blame invites retaliation and poisons the relationship, making it harder to fix the actual problem.

Q: When you ask me to make a decision, when do I need to do so?

A: Immediately. Other decisions will need to be made based on this decision, some things may need to be researched, work needs to be planned, subcontractors' time blocked, and so on. If the first step in this chain is delayed, it will result in slower deliveries from my side.​

Contact​

To sign up, or for any enquiries, please contact me at

 

 

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