A 30-minute call with me
Tell me where engineering fell behind the company.
Tell me what changed, what no longer works, and which decision you need to make. I will tell you whether an Engineering Audit is the right way to answer it.
25 years as a founder, CTO, and engineer · 350+ software teams · Anything you share stays private
A few results from past engagements
What happens next.
- You tell me what does not add up. We cover the business problem, the engineering question underneath it, and what a useful answer would change.
- I tell you whether an audit will help. If it will not, I say so. The first call is not the audit. It decides whether the paid work is worth doing.
- I send a plain proposal. It states the question, scope, schedule, access needs, and the $12,500 fixed fee. No surprise hours. No larger contract hidden behind it.
Book a call.
If you cannot see the calendar, schedule directly here.
Common questions.
Is this a code audit?
No. I review the architecture and code where they're useful, but they're only part of the system. The cause may sit with the people, the process, the product, or some mix of all three. The business question decides where I look.
When is the right time?
You know what the company needs to build, but engineering can't deliver it dependably. Releases drag, customers wait, or important ideas die in planning. You may be weighing a key hire, rewrite, reorg, AI push, or leadership change without enough evidence.
What will you need from us?
I need the founder or CEO involved in the first discussion and final readout, plus access to the people and material the question requires. That may include a few leaders and engineers, product plans, delivery data, team structure, an architecture walkthrough, and code where useful. I also need permission to test every explanation, including the founder's. I define the access before the work begins.
How long does it take, and how much does it cost?
Most audits take two to four weeks and cost $12,500 fixed. The schedule depends on the question, the number of people involved, and how quickly the needed material is available. You'll know the scope, schedule, and access I need before I start.
Will this undermine our CTO or engineering team?
It shouldn't. I treat the team as a source of evidence, not as a defendant. Good leaders often welcome an audit because it can confirm what they've been trying to explain, expose constraints outside engineering, and help the company choose between competing priorities.
Can you tell me whether the leader or team is the problem?
Yes, when the evidence supports that answer. But I won't build a case for a decision already made. The cause may also include unclear priorities, a weak mandate, the product, the way work runs, or a choice only the founder can change. The audit works when you want the answer either way.