Consulting
The Problem
There’s something that happens to successful software product companies. You can feel it: energy and excitement have turned into delays and frustration. The future has you worried.
You try to fix it. You adjust teams’ responsibilities. You give engineers time to work on technical debt. Maybe you even consider replacing leaders. Things don’t get better. Often, they get worse.
Isolated fixes don’t help because the problems aren’t isolated. They’re all tangled together. It’s team communication and technical choices and decision-making. And more. The system that made you successful is now the system that’s holding you back.
[Jim’s work] has helped us to focus, to improve our throughput, and to strengthen our company culture. We have Jim Shore to thank for that... we would give Jim our highest recommendation.
Tod H., CEO
The Solution
The key is to look beyond the immediate symptoms to the underlying, interrelated causes. The issues aren’t just in product, or engineering, or technology, but in how the whole system interacts.
I’ll lead your people in removing the constraints that hold them back. It starts with a diagnosis. We’ll look at how all the pieces fit together, from build technology to decision-making authority. I’ll show you what’s happening, and we’ll choose a targeted transformation together.
I don’t just make a recommendation and leave. I lead the change, reduce disruption, and leave your organization ready for its next stage.
Learn More
He coached and mentored our people as they dissected the
organization, figured out where we were getting “stuck” and helped us work through
solutions... More than anything else, Jim taught us how to think
about large-scale organization structure and processes.
Jim G., Chief Product Officer
Breadth and Depth
I worked for decades as a transformation consultant, initially focused on engineering teams, then growing my scope as I learned how the complexities of successful software development extend into all parts of the organization.
Then I spent three years as VP of Engineering, gaining a new perspective on the challenges of executive accountability. The breadth of experience I gained as a consultant was compounded with the depth of having to live with my choices.
As a consultant, I’m free of day-to-day operational demands, but I understand the importance of those needs. My outsider status gives me the flexibility to ask questions and make observations. My breadth and depth of experience allow me to see patterns and root causes. These are the foundations of my ability to lead change in your organization.
About Me
Only two months after our transition the productivity on each of our teams has increased many fold. Employees are happier and feel in control of the products they work on.
Chad B., CTO
