Software that scales. Teams that deliver.

I have 8 years of experience in software development, architecture and project delivery. For the past 4 years I have focused on one-on-one architecture coaching and project management support for product and engineering teams of 3 to 15 people.

I start from your team’s current situation, business rhythm and delivery bottlenecks, then design lightweight architecture, project governance and collaboration practices that fit how the team works. I don’t reuse one template for every team.

I have worked with teams building SaaS products, enterprise services and internal platforms. Typical work includes defining domain boundaries, splitting services, managing technical debt, designing delivery cadence, running risk boards, aligning stakeholders, driving key milestones and setting up team retrospectives. Several teams I supported improved their delivery cycle time, defect rates and cross-team collaboration within 3 to 6 months.

What I bring

I design the architecture around your team. Depending on business complexity, the team’s skills and its stage of growth, that might be microservices, a modular monolith or an event-driven design.

In one-on-one coaching, your team keeps architecture decision records, a technical debt register, iteration goals and a risk list, and we review them every week as things change.

On the project side, I break down the work, set milestones, manage dependencies and risks, and run iteration reviews, retrospectives and visual boards. I can translate between technical and project language for business stakeholders, product, engineering, QA, operations and management. I also help teams put CI/CD, code review, monitoring and alerting, release and rollback, and quality gates into everyday practice.

Methods I rely on include DDD, the C4 model, ADRs, Scrum and Kanban, risk matrices, RACI and OKR alignment.

Recent work

Senior Solutions Architect and Project Lead at a mid-sized SaaS company, 2021 to present. I provide one-on-one architecture and project management coaching to three product engineering teams of 6 to 12 people each, reporting to the head of engineering.

• Every engagement starts with a two-week assessment. I interview product, engineering, QA and operations, then write up the architecture and delivery problems specific to that team.
• Each team gets a different plan: a move to a modular monolith for one, splitting out core-domain microservices for another, and fixing the release process and technical debt for the third.
• I introduced architecture decision records, so key decisions are written down and traceable instead of living in verbal agreements.
• I set up iteration goals, dependency lists, risk boards and retrospective templates, and meet each team lead one-on-one every week to recalibrate priorities.
• When a key project risks slipping, I bring the teams involved together to align dependencies and adjust scope and milestones.

Selected results

• Helped an order fulfilment team define its core-domain boundaries and modularize, cutting the average release cycle from 6 weeks to 4.5 weeks, about 25% shorter.
• Built a risk and dependency board for an enterprise client delivery team, which surfaced two cross-department dependencies early so a key release shipped on time.
• Set up technical debt registers and quarterly cleanup for three teams; high-priority production defects fell by about 30% within six months.
• Put together a team architecture coaching handbook and a project health checklist, both meant to be adapted for each team.