The direction is here.
You have a senior leader whose development will change your company. The decisions they're making and their judgment will determine your success next month and next year. So will the patterns they're stuck in.
Their development matters enough to invest in. Ongoing 1:1 work focused on how that leader is operating right now.
Software Leadership Advisory is structured around the leader's actual situation and built to produce real change over a meaningful timeframe.
What the work looks like
The primary focus is development work, building how the leader thinks, decides, and operates over time. Direct mentorship and advisory from twenty years of running software organizations comes in where the leader's situation calls for experience rather than reflection.
The leader's current tactical challenges are the material we work through. A hard performance conversation, a delegation decision that didn't land, a re-org that needs to be communicated, a hire that isn't working: these aren't interruptions of the work. They're where the work happens.
Who this is for
A senior software leader who needs development support the CEO/Founders can't provide directly
A Manager Atlas graduate whose sponsor wants to extend the development arc with dedicated 1:1 time
A leader who just took on bigger scope, and whose ability to grow into it determines whether the expansion works
Structure
The default cadence is weekly for the first three months, every other week for the next three, then a review of how to proceed. The pattern flexes when the leader's situation calls for it, and we name the change when we make it.
Sessions are 60 minutes via Zoom. Between-session access is available when something genuinely can't wait, used sparingly so it stays useful when needed.
Most engagements run six months at minimum. The shape is built to make the review point at six months a real decision rather than a default renewal.
Pricing
Pricing reflects the actual shape of the engagement, which we scope together in the first conversation.
How to start
A 20-minute conversation first. The goal is to understand the leader's situation, the CEO's expectations, and whether what I do fits what's actually needed. If it's not a fit, I'll say so directly.
“There’s been a night and day difference in organization, focus, and communication.”
“Jonathan’s impact reverberates not just in my role, but in the success of the entire organization.”
“It’s like hindsight in real time.”
“What sets Jonathan apart is his patience, understanding, and adaptability. ”