Exec team strategy. Middle-layer leadership. Front-line delivery. Most coaches work at one altitude. I work at all three — and that’s how I help your team understand what’s happening and build toward something better.
Having worked at every layer of a technology organization, I can meet you where you are — whether that’s the boardroom, a manager’s 1:1, or a standup.
As a 2× VP, I participated in board meetings, owned budgets, and translated business goals into product strategy. When I’m working with a CEO or COO on org design, PM maturity, or long-term planning, that’s a conversation grounded in shared experience, not a framework someone read in a book.
The jump from strong individual contributor to effective people manager is the hardest transition in tech — and almost no one gets enough support through it. I’ve made that jump myself and coached dozens of people managers through it. I know what trips people up, what the behavioral shifts are, and what coaching at this layer actually requires.
I don’t hand over a report and leave. I get close to where the actual work happens — sitting in on customer research, reviewing how problems get framed and prioritized, understanding how decisions get made and communicated. I also show up for the delivery rituals: standups, sprint ceremonies, design reviews. I have a genuine appreciation for what a healthy engineering and design organization looks like, and I can coach across all three disciplines. That breadth is usually where the most useful insights come from — and where I can be most helpful to the people doing the work.
I step inside product and engineering organizations to help them get better from within — not to arrive with a verdict and leave. I conduct 1:1s across the org, attend rituals, assess roles and responsibilities, and coach department heads through what needs to change. The work is collaborative by design: I’m a teacher and coach first, which means the team builds capability through the process rather than becoming dependent on an outside opinion. You get a structured output leadership can use, and a team that’s stronger for having gone through it.
For teams · Series A to Crown CorpsFor individuals at any level — senior ICs figuring out what’s next, new managers navigating the hardest transition in tech, and executives who need to evolve how they lead. I work on career strategy, promotion, stakeholder dynamics, communication patterns, and what “success” actually means at your current stage. I’m direct — my clients leave sessions with a concrete next step they didn’t have before.
For individuals · IC to executiveI speak on leadership communication, product management, and career development. Recent: “Don’t Bury the Lede” at ProductCamp Vancouver 2026 (NPS 51, 100+ attendees) and “The Intentional Career” at Microsoft’s Career Builder Series. Workshop format available for teams.
For events · Keynote and workshopMost consultants advise from a distance. I prefer to get close. That means 1:1s with staff, attending rituals, reviewing actual artifacts, and coaching the people at the table rather than prescribing from a slide deck.
Over 25 years I built and led product teams at Amazon, eBay, Clio, Article, Procurify, Thinkific, and Coconut Software. I’ve scaled teams from 5 to 15 PMs. I’ve managed PM, Design, PMM, and Customer Experience simultaneously. I’ve navigated acquisitions, re-platforming projects, Series B fundraises, and COVID-driven hypergrowth.
What I’ve found useful is being able to move between those levels — sitting with a CEO in the morning and a team lead in the afternoon — and bringing what I learn in each conversation to the other.
I’m involved in the Vancouver PM community as a mentor and speaker, and I care a lot about building teams that are genuinely diverse and inclusive. I’ve recruited and developed 39 product managers, with 17 going on to become VPs, Directors, and Founders.
Working with Eric as a mentor has allowed me to have the unfiltered discussions I’d like to have with my executives before I have them. He creates a safe space for me to voice my thoughts, coaches me on how leadership might see a perspective, and together, we strategize on how I can best approach a conversation.
Eric has been a constant source of leadership, clarity, and growth. His support and strategic insight helped me navigate from scaling startups to leading a venture-backed company of my own. This kind of transformation wouldn’t have been possible without him.
His candid, thoughtful feedback challenged me to think strategically about my career and recognize the strengths and accomplishments I had overlooked. I would highly recommend Eric to anyone looking to take a more intentional and strategic approach to their career.
Through 360 feedback collection, he turned what’s usually a formal performance cycle into something I actually use — clear growth areas I can track week to week. He also helped me step back and define what success looks like from here, not just what got me here.
I don’t prescribe from a distance. I conduct 1:1s across the organization, attend team rituals, review documentation, and build a picture of what’s actually happening — not what leadership thinks is happening. Most problems look different from the ground than from the top.
I try to be honest about what I’m observing, even when it’s uncomfortable. That usually means naming the problem clearly rather than presenting a menu of options and leaving you to figure it out.
Where possible, I implement while I assess. Reversible changes that align with long-term goals don’t wait for a final report. The goal is always to leave organizations and individuals more capable of solving the next version of the problem themselves.
Whether you’re an individual at a crossroads or a team that’s stuck, let’s talk.
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