Reduce delivery
chaos.
Scale without debt.
I help startups and scaleups cut coordination overhead, clarify ownership, and rebuild delivery flow — without the framework theatre.
Book a discovery call →Coordination overhead
Teams drowning in standups, status updates, and Slack threads instead of shipping. Ownership is unclear and decisions stall.
Stalled delivery
Managers stuck translating between business and engineering. Retros produce discussion but zero operational change.
Operational chaos
Headcount grows but output stays flat. The processes that worked at ten people are actively breaking the org at fifty.
Consulting units
[ Fixed scope · Senior delivery ]Fractional Agile Lead
Senior delivery leadership embedded with your teams, 1–2 days/week. Best for Series A/B engineering orgs that have outgrown their first process.
Delivery Flow Diagnostic
Six-week deep dive: cycle-time analysis, ownership mapping, and a concrete intervention roadmap. Fixed scope, fixed fee.
Operating Model Design
Redesign roles, ceremonies, and decision rights so the org scales without coordination debt collapsing throughput.
Workshop & Retro Facilitation
Targeted intervention sessions for stuck teams. Retros that produce decisions, not discussion. Single-engagement or quarterly.
Series B Fintech — Delivery Recovery
Redesigned backlog ownership and workflow visibility for a 40-person engineering org. Reduced meeting overhead by ~4 hours/week per engineer and shipped three on-time major releases in a row.
SaaS Platform — Predictability
Introduced lightweight Kanban-flow architecture across a multi-team product department. Commitment accuracy moved from chronically over-promised to consistent sprint-over-sprint.
Distributed Product Team — Meeting Reclaim
Replaced a layered ceremony stack with a single weekly planning loop and async status. Recovered twelve hours of management time per week, redirected into deep technical leadership.
"David doesn't install frameworks; he fixes the underlying pipes that make delivery possible. The impact showed up in our cycle time within weeks."
Organizational architect, not ceremony police.
Most Agile consultants act as framework installers or Jira administrators. I operate at the structural level — treating delivery as a physics problem of WIP, feedback loops, and coordination cost.
My work combines systems thinking with operational practicality. AI gets used the same way: not as a trend, but as a friction reducer that strips administrative tax so engineers and managers can do real work.
No certification theatre. No transformation pageantry. Just clean delivery architecture, embedded with your team.
AI as a friction reducer, not a strategy substitute.
I integrate LLM-based tooling where it directly reduces operational drag: synthesizing retro signals, automating status updates, collapsing the human-glue layer between teams. The AI work is always in service of the delivery system — never a parallel offering.