Unit of outcome
Whether leaders see customer value moving or only specialist activity.
For founders of growing technology companies
When team growth stops accelerating the product
I review how product and engineering decisions are made when the founder remains the main integration layer and additional teams no longer make delivery faster or more predictable.
Signals of a systemic constraint
- 01the founder manually reconciles priorities, dependencies, and initiative status
- 02headcount grows faster than output
- 03product and technology use different definitions of progress
- 04release promises remain unreliable although every team is busy
What we examine
Decision rights
Where product, technology, and functional leadership responsibilities begin and end.
Parallel bets
How many initiatives the system can genuinely finish at the same time.
Management cadence
Which data the founder needs and which decisions should leave their manual loop.
Outcome
Outcome of the review
- 01a map of key decisions and owners
- 02a shared definition of customer outcome
- 03metrics for managing elapsed time and capacity
- 04a priority for changes to the management system
Relevant cases
Next step
Identify what has stopped scaling
Send the number of teams, one example of a missed commitment, and a decision you still have to make personally.