At this point in your career, you learn most by working through problems with peers at your level and drawing your own conclusions. That takes a close, candid conversation where everyone can lower their guard. This peer group meets in person every month, with me facilitating.
In person, once a month
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Inside your company, everyone has a stake in your decisions. Thinking out loud with the people involved carries a cost: an early doubt can unsettle your team, and a half-formed idea can erode your CEO's trust in you.
In the group, engineering executives from other companies, none of them working in or with yours, share how they handled situations like yours. You take on board what fits, leave the rest on the table, and the call stays yours.
Your own experience has a place in the conversation too. Explaining how you handled a reorg or a tough board conversation helps a peer facing the same call, and sharpens your own thinking along the way.
I curate each group so its members see the job from different angles, while sharing the themes that matter to them. Everyone brings something, and everyone leaves with something.
Your company is growing, and your CTO or VP of Engineering has to grow faster than it does. Without support, engineering leaders tend to grow slower than their companies need them to. They stay reactive, solving the problem in front of them, when the company needs them looking ahead and setting the agenda.
Much of that growth can't come from you. You aren't an engineering executive, and part of what they're working out is how to lead alongside you. The group levels up your engineering leader in a way you can't yourself, sharpening their judgment against their peers' experience rather than replacing it.
One morning a month, on a fixed weekday, with no days out of the business. CAD 7,000 for a 12-month commitment.
Chatham House Rule applies to everything said in our meetings. I check for direct competitors before anyone joins, and a breach of the group's confidence means removal.
The group meets in person every month. Part of each session follows a running agenda of topics the members bring, from org structure and technical strategy to AI adoption, working as part of the executive team, levelling up as a C-level executive, and presenting to the board.
The rest of the session goes to one member's dilemma. Before the meeting, that member and I write it up the way an engineer opens a pull request: here is the situation, here is what they've done to address it, and here is where they currently are. In the session, the group reviews it like code. They ask questions, challenge assumptions and share how they handled something similar. The member leaves with a decision that has had a proper review, and the call is still theirs.
What I bring is experience running peer groups like this one: I've facilitated five such groups so far, with 60 participants in total, and mentored over 100 engineering leaders one on one since scaling Engineering at Snyk from 1 to 150. In the group, I facilitate rather than lecture, because the expertise sits with the members. My job is to make our meetings safe enough for candor, and to steer each conversation past the polished answer to the real one.
CTOs, VPs of Engineering and Heads of Engineering, including founder-CTOs, in the Vancouver area, from companies at similar stages, curated for a range of perspectives.
Once a month in a downtown Vancouver boardroom. Chatham House Rule.
12 months, CAD 7,000.
We talk through what you're dealing with and what you'd want from the group, and see if it's a good fit for you.
Applications close December 15. The group stays small and stable, so trust can build from one month to the next.
We meet in person for the first time, and the group starts working through real dilemmas together.
From earlier groups I facilitated.
The conversations were candid, often involving sensitive leadership challenges - the kind of things you can't easily discuss with your own team or board.
Beyond the value to individual participants, leaders built a network of cross-portfolio relationships that extended well beyond the monthly meetings.
Anton helped me grow into a real member of the executive team. [I received] frameworks and honest feedback that helped me show up differently in those relationships.
Engineering executives in the Vancouver area, from companies at similar stages.
I curate each group myself. Members come from companies at similar stages, with enough variety in background to widen everyone's view, and enough common ground to keep the conversations relevant to all.
In personal mentoring, I work with you one on one, closely and toward your goals. The peer group gives you a wider range of perspectives from engineering executives in the same seat, and leaves it to you what to take from them.
Twelve months, CAD 7,000 paid up front, no refunds.
Chatham House Rule applies to everything said. A breach of the group's confidence means removal, with no refund.
I check for direct competitors when someone applies, run it by existing members, and decline the application if there's a conflict.
Want something more flexible? Personal mentoring is built around you and adapts to your goals. See personal mentoring.
If you believe you can benefit from a conversation, the first call is on me.
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