You don’t need another framework. You need to think more clearly about your situation.
For Engineering Managers, IT Managers, Project Managers, and those stepping into those roles.

Where are you now?

You’ve had a sense, for a while. You can’t put it down. You think about it in the shower, on the run, in the middle of a conversation with your kid. You keep going in circles.

You hear yourself say things in meetings and don’t recognize your voice. You sound like a manager in an old corporate training video. Performing leadership takes more energy than doing it, and you’re starting to feel that cost.

Everything depends on you. If you take a day off, things slip. The team ships when you push and stops when you stop. You can’t see how it ever ends.

You’ve been carrying a decision for weeks. There’s a conversation you should have had two months ago. You’ve drafted the feedback in your head a dozen times and never delivered it. You know what you should do. You haven’t done it.

Something is off, and you can’t name it. You’ve explained it three different ways to three different people, and each time you could hear yourself miss the mark.

Where do you want to be?

Surface what you already know. Most of the answer is usually already there. You just haven’t put words on it yet. The work is to say it out loud, test it, and act on it.

Lead in your own voice. First-time managers stop trying to be the manager they think they should be. You find the version of leadership that’s actually yours, and that your team can actually follow.

Build a cadence that holds without heroics. Boring, compounding execution. Your team ships more, with less drama, because you’ve removed the bottlenecks. Including the ones that are you.

Make the hard call. Have the hard conversation. The decision you’ve been sitting on. The feedback you keep rescheduling. The escalation you’ve been softening. You’ll have the moves before you need them.

See what’s actually going on. You’ll leave each session with a sharper picture of your situation than the one you walked in with. Different. Uncomfortable. Useful.

Let’s get there together!

I ask questions. You answer. I reflect back what I hear. I help you generate options. You decide.

A typical session:

• Describe the situation.
• I reflect back what I heard.
• We surface three possible moves.
• We explore the trade-offs.
• You commit to one.

Sessions are 60 minutes, biweekly. Async access between sessions within reason: a voice memo, atext, a quick check before a meeting.

Rules of engagement. Everything stays between us, including from people we both know. I’ll say the thing you don’t want to hear. That’s what you’re paying for. I’m not your therapist and I’m not your consultant. I won’t tell you what to do. I help you decide.

What others are saying

From our first interactions, he focused on identifying the areas that could take our engineering team from good to great, then he empowered and mentored the team to execute on that strategy. Under his leadership, our software deployment cadence went from once every three weeks to multiple times per day, with a measurable increase in quality. In addition to those technical skills, he mentored other managers in the important softer side of management. As a result, more managers at InContext know how to have better meetings, encourage growth, and both give and get candid feedback. I highly recommend Milo.

Peter Johnson – CTO, Gripp

The Offer

Limited time.
50% off for the first 5 clients.

Now what?

A 15-minute scoping call. No obligation either way. We figure out what you’d want to work on and whether I’m the right person to work on it with you.

If it’s a fit, you’re in the founding five. If it’s not, I’ll tell you, and point you somewhere better if I can.