Workshops
I treat work as a system. These workshops look at where it's breaking for engineering teams and leaders — burnout, motivation, the strain AI is putting on both — and what you can actually change.
Workshops
Anti-burnout framework for the AI era
Burnout isn't a personal weakness — it's a property of how work is designed, and AI is exposing the weak spots. Using the Job Demands–Resources model, we trace why a team runs out of energy: demands climb (constant re-prioritization, reviewing AI output instead of building it, context-switching as the default) while the resources that used to absorb them wear thin — and the promised efficiency quietly turns into higher expectations. You leave with two levers to pull — reducing demands, rebuilding resources — and a short list of changes you can make without waiting for more headcount.
Best for: engineering leaders whose teams are scaling or rolling out AI while engagement drops.
Watch my LeadDev talk on thisKeeping engineers motivated
Motivation is designed, not hired. Engineers stay engaged when three things hold at once — autonomy, competence, purpose — and you can watch each one break: freedom without the skills to use it, mastery with no sense the work matters, purpose with no say in how. AI strains all three at once — juniors afraid they've become redundant, “you can use AI” landing as paralysis instead of freedom, the human fingerprints disappearing from the work. We find which pillar is cracking on your team and the design changes — in how work is scoped, reviewed, and owned — that hold it together. You leave able to spot the break before people quietly check out.
Best for: leaders who want motivation that outlasts a bonus or a perk.
Don't get toasted — individual practices for sustainable leadership
You can't run a team on reserves you don't have. This one is about the system you fully control: yourself. We work through three things that keep leaders sharp as the ground keeps shifting — managing energy rather than time, staying curious instead of calcifying, and holding real priorities when everything claims to be one. You leave with a clear read on your own work system and a few specific practices — protecting focus, cutting cognitive input, the 1:1 questions that surface overload — that survive a bad week.
Best for: engineering managers, founders and senior leaders carrying their own load and their team's at once.
Watch my talk on thisAll of these can be tailored to your team and run online or in person — standalone, as part of an away day, or as a sequence across a quarter.
Bringing this to your team? Tell me what's breaking and we'll find the workshop that fits — or build one.