For investors in software companies

Know where engineering risk sits.

I assess software companies before you invest and across the portfolio after you do.

A working product and a confident roadmap don't tell you whether the team can deliver the next stage. The real constraint may be leadership, roles, the delivery process, the architecture, or a product plan the company can't support.

I give you an independent view of the people, process, and product, at the depth your decision requires.

Talk Through a Company How I Can Help ↓

Two ways to use this work

Assess the portfolio. Check the deal.

Across the portfolio

Find the companies that need help.

We review the portfolio and the commitments each company must meet. I help you spot where engineering risk is material, decide which founders need a direct conversation, and identify which companies warrant a full Engineering Audit.

Which companies can't deliver the plan dependably?
Is the issue leadership, team, process, product, or some mix?
Where would an independent audit change the next decision?

Before the investment

Know what you're investing in.

Before you invest, I test whether engineering can support the plan behind the deal. I look at the team, how work gets done, the product and architecture, what will have to change, and which costs or timelines may be missing.

Can this team deliver the next stage?
Which technical risks could change the investment case?
Are the proposed hires, rewrite, roadmap, and budget credible?

The same Engineering Audit method

Start with the decision, then choose the depth.

I use the same process I use with founders: start with the decision, assess the people, process, and product, then report what the evidence supports. The depth changes with the decision. If several companies need review, I'll scope and price the portfolio as one engagement.

State what you need to know.

We start with the investment, board, or portfolio decision. You tell me which commitments matter, what concerns you, and when you need an answer.

Assess at the right depth.

A portfolio screen may begin with investor and founder conversations. A deeper assessment can include plans, interviews, delivery data, team structure, architecture, and code where useful.

Make the next decision with evidence.

You receive findings tied to the decision: where the risk sits, what it could cost, and what should happen next. In a portfolio screen, I also identify which companies warrant a full Engineering Audit.

Clear reporting. No surprises.

Before the work starts, we agree on who the client is, who receives the findings, what access I need, and how information will be shared. A founder-led audit and investor-led diligence require different reporting, and I treat them that way.

Which company needs a closer look?

Start with one company, an active deal, or the whole portfolio. Tell me what decision you need to make and when. If several companies need review, I can propose a broader scope and price.

If you cannot see the calendar, schedule directly here.