Training
AI delivery and technical leadership training
I help engineers and technical leaders improve how they deliver software and how they lead. Practical workshops, grounded in the work your team actually does.
AI and the SDLC
# Faster coding is not the same as better delivery
AI changes more than implementation. My AI training looks at the whole software development lifecycle (SDLC): understanding the problem, deciding what to build, delivering it safely and learning from what happens next.
Product, UX and engineering leaders work together on their team's delivery challenges. Practical AI exercises use agreed tools and approved examples in a sandbox, not production access.
Find what slows delivery down
Map the journey from customer need to learning from use. Look at waiting, handoffs and rework, not just how quickly code gets written.
Understand the problem before coding
Bring user research, product context and technical constraints together. Use AI to explore options without mistaking generated ideas for evidence.
Deliver smaller, useful slices
Break work into end-to-end changes with clear acceptance criteria and learning goals. Practise using AI to prototype and check a bounded slice.
Build confidence in AI outputs
Combine automated tests, usability and accessibility checks, and human review. Agree what evidence your team needs before a change is ready to release.
Close the feedback loop
Connect user research, usage and operational signals to the next decision. Measure useful outcomes, not code volume or tickets completed.
Technical leadership
# Lead through more than your own technical work
Leadership is part of engineering long before you become a manager. I work with engineers and leaders at different stages, tailoring the focus to the responsibilities they are taking on.
Mid-level to senior engineers
Build the judgement, ownership and influence that seniority requires, not just more technical knowledge.
- Clarify expectations and take ownership of ambiguous problems.
- Explain technical trade-offs and adapt as evidence changes.
- Help colleagues succeed without taking over their work.
- Build an evidence-backed development plan with your manager.
Staff engineers and tech leads
Move from being the person who solves everything to helping teams make better decisions and do better work.
- Define your role, focus your time and coach through pairing.
- Influence across teams without relying on formal authority.
- Connect technical strategy to product and business priorities.
- Practise feedback, constructive conflict and building trust.
Engineering managers
Lead people through AI-driven change with clear direction and honest communication, even when you do not have all the answers.
- Navigate changes to engineering roles, craft and identity.
- Set clear priorities and communicate through uncertainty.
- Coach people through change and challenge unsustainable workloads.
- Assess productivity through customer and business outcomes.
How it works
# Workshops, not slide marathons
I facilitate the sessions myself, drawing on more than 20 years in engineering and technical leadership. Sessions are usually two hours, delivered remotely, with space for discussion and practice rather than a day of presentations.
Work on real challenges
Short introductions, practical exercises and peer discussion. Bring situations from your own work and practise how you would respond.
Apply it between sessions
A series gives people time to try an approach, gather evidence and bring their experience back. Reusable frameworks and templates support the work.
Shape it around your team
Start with a focused workshop or build a series. We agree the audience, priorities and format together, with follow-up sessions or coaching scoped if useful.
# What does your team need to get better at?
Tell me who the training is for, what is changing and where your team is getting stuck. I'll help you work out a useful starting point. You do not need a finished brief or a course picked out.