Services
How I help
I work with a small number of organisations at a time, usually with the CEO, the CTO or the board. Engagements range from a short assessment to an advisory role over several years.
Transformation leadership
For organisations that depend on an ageing core system and need to replace or modernise it.
Large architecture changes fail more often for organisational reasons than technical ones. I help leaders build the case for the change, secure commitment from the executive team and the board, set the first steps and sequence the work in small steps instead of a rewrite. I also help them keep momentum and budget through a programme that lasts years. This is the approach I used at PagSeguro, and it is the subject of my book with Joseph Yoder.
Technology organisation design
For CTOs and executive teams whose structure has not kept up with growth.
I assess how teams are organised, how decisions are made and where work gets stuck. I then recommend a structure built around products and business domains. I use Team Topologies as a foundation and adapt it to the company's stage and constraints.
Technology assessment and due diligence
For boards, investors and private-equity firms.
An independent review of a technology organisation covering team structure, delivery practice, quality, security and architecture. Typical uses are evaluating an acquisition target, checking a portfolio company before new investment, or giving a new board an outside view. As technology advisor to PagSeguro's executive team after my time as CTO, I evaluated acquisition targets.
Board and executive advisory
For boards and CEOs who need technology judgement at the top table.
Ongoing advice on technology strategy, platform scalability and the link between technology investment and business results. Where it fits, I join the board. I served on the board of Hyperlocal, a fintech serving local businesses, overseeing its acquiring and banking technology.
Leadership mentoring
For CTOs, VPs of Engineering and technology managers.
One-to-one mentoring on technical decision-making, team management, organisation design and planning a succession. From 2024 to 2025 I taught and mentored technology leaders through Strides Tech Community, a Brazilian community for senior technology executives.
How an engagement starts
Most engagements start with a conversation about the problem, followed by a short assessment. Leadership interviews and a review of the organisation and its systems produce a written diagnosis and a recommendation. From there, the client decides whether to continue with advisory support.