Your acquisition just closed. Now you need the engineering teams performing — and the board needs to see it.
I embed with your teams, build the delivery operating model from scratch, and create the reporting infrastructure your leadership and board actually use. Most teams are integrated and delivering within three weeks.
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Delivered for portfolio companies backed by
13+ years of enterprise delivery leadership across multiple PE-backed integrations, cloud transformations, and AI-augmented delivery operations.
What I Do
I specialize in the moments when delivery becomes the bottleneck — and leadership needs it fixed fast.
Post-Acquisition Delivery Integration
When a PE-backed company acquires a team, the delivery function is usually the first thing that breaks. I assess each team’s processes and maturity, design the integration plan, and build the unified delivery operating model — governance, tooling, backlog management, and the reporting layer that feeds your board meetings. Most teams are integrated within three weeks.
Delivery Infrastructure for High-Growth Teams
Companies that found product-market fit hit a wall when every release slips and every implementation still feels custom. I build the repeatable operating model — governance, capacity planning, delivery frameworks, and executive reporting — so your team can scale without quality collapsing and timelines become predictable.
Why It Matters
You don’t need a delivery consultant. You need the pressure on your business to stop.
Speed to Market
A standardized operating model eliminates the guesswork. Teams know what’s expected, backlogs are clean and prioritized, and work flows through a predictable system — so releases land on time and your roadmap becomes a commitment, not a wish list.
Executive Visibility
Board-level reporting built from real delivery data — value delivered, cost of features, risks, and dependencies — gives your leadership team the ability to make proactive decisions instead of reacting to surprises.
Post-Acquisition Value Capture
Every month teams operate on different processes is a month the acquisition isn’t delivering its expected value. A unified delivery model accelerates integration, protects existing revenue, and gets the combined organization shipping together.
Operational Maturity for Exit
Buyers and IPO markets reward companies with mature, measurable operations. Delivery governance, standardized reporting, and predictable execution aren’t just operational improvements — they’re valuation drivers that directly impact your exit multiple.
Results
Sprint completion rate improvement across PE-backed portfolio companies — from unpredictable delivery to stabilized velocity and reliable commitments
Average time to integrate an acquired engineering team — from initial assessment through standardized tooling, governance, and training
Delivery leadership across SaaS, logistics, manufacturing, hospitality, financial services, healthcare, insurance, CPG, and commerce
Board-level reporting built from scratch — value delivery, cost of features, and delivery health. Now enhanced with AI-driven daily delivery analytics for executive and board meetings
The Methodology
The Delivery Execution Engine
A three-phase approach refined across multiple PE-backed engagements. Not a textbook framework — a battle-tested system for closing the gap between what the board expects and what engineering delivers.
Diagnose
Weeks 1–2
A structured diagnostic across four dimensions: strategic alignment, organizational design, delivery infrastructure, and work intake. You get a scored assessment showing exactly where the gaps are — not a vague narrative, but a quantified picture of delivery maturity with prioritized recommendations.
Design
Weeks 3–6
I design and implement the delivery operating model tailored to your org — governance, tooling standardization, ceremony cadence, reporting architecture, and the work intake process. Not a recommendation deck. A live, functioning system.
Deliver
Weeks 7–16+
I embed with your teams to run delivery, coach product owners and engineering leads, produce board-level reporting using AI-augmented delivery analytics, and build internal capability. The engagement ends when your team can sustain the model independently — not when the contract runs out.
Select Engagement Experience
PE-Backed SaaS Analytics Company
Assessed and integrated multiple acquired engineering teams, built delivery governance across six concurrent workstreams, standardized tooling and trained the entire engineering department, and created the reporting infrastructure used in executive and board meetings. Sprint completion rate improved from ~55% to 95%+.
PE-Backed Hospitality Technology Company
Pioneered Agile delivery practices as the organization’s first Scrum Master, directing cross-functional digital and mobile teams through a complex platform transformation. Standardized Azure DevOps across Product, QA, and Engineering while supporting weekly releases for seasonal business initiatives.
PE-Backed Enterprise Software Company
Led concurrent client delivery programs across creative, commerce, and marketing workstreams. Developed operational KPIs, performance reporting, and delivery frameworks. Built commercial proposals in partnership with Sales that influenced revenue growth across CPG enterprise clients.
Fortune 200 Manufacturing Company
Managed delivery teams across Europe, South America, and North America for a Manufacturing Execution System implementation. Coordinated requirements gathering, training, and commissioning across multiple customer facilities while managing resources, capacity, and budget.
Thomas doesn’t arrive with a rigid framework or theory-heavy playbook. He meets teams where they are, digs into how work actually flows, and shapes delivery practices that make success repeatable. The result isn’t just improved delivery in the moment — it’s capability that lasts well beyond his direct involvement.