Advisory / Team
Build a Team
Hiring plans, interviews, team design: from the person who ran them at a 3,000-engineer organization.
The scope
- Structure. Team shapes and interfaces designed around the architecture, not an org chart copied from a company with different problems.
- Hiring plan. Which roles, in which order, at which seniority. And which roles not to hire, because the work should be automated or bought.
- Interviews. Loops that measure the job, not trivia. We design them, run the first ones with you, and train your people to keep the bar where we set it.
- Promotions and growth. Career paths that keep the engineers you cannot afford to lose.
- Coaching. Your leads, made better at the parts nobody taught them: feedback, scoping, saying no.
Why the number matters
Team design fails quietly and expensively, and most advice on it has never been tested at scale. Ours ran at an organization of 3,000 engineers: the hiring loops, the promotion committees, the reorganizations that worked and the ones that did not. You get the distilled version, sized for your company.
