My Mission

You’re Not Just Managing a Team. You’re Architecting a System. You’ve got a team of smart, capable people. You’ve got a roadmap. You’ve got stakeholders.

Resolve co-founder conflict by stepping out of the frame: watch the fight as an observer, name the pattern behind it, and agree on one fix. Do it two ways. Hold a weekly founders’ 1-on-1 about the partnership itself, and use a short reset script when an argument flares. Most co-founder fights repeat, so once you name the pattern, you can stop the next fight before it starts.

Run every retrospective around two questions: what helped us succeed this sprint (tailwinds), and what made the work harder than it needed to be (headwinds). Capture issues as they happen with a simple form, get every person talking, and leave the meeting with an owner and a follow-up for every fix. Long-term agreements go into a team charter so the same problems stop coming back.

Turn your core values into a decision-making system. Define each value as specific behaviors, rank the values so your team knows which one wins when two collide, and write them into a team charter. Then use them in meetings, one-on-ones, recognition, and performance reviews. When people can make the call the way you would, decisions stop routing through you.

Delegate by setting expectations so clear that your team can execute without you. Use the CLEAR framework: Context (why it matters), Limitations (the constraints), Expectations (what good looks like), Accountability (who owns it), and Review (when you check progress). Most delegation fails because the ask was vague, so the work misses and the founder takes it back.

Client: OpenAI OpenAI: On the Verge of Transforming the World When I first engaged with OpenAI, the organization was on the brink of something monumental.

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