You are paying for software development – in-house, outsourced, or both – and you are not getting predictable results. Sprints slip. Quality is inconsistent. Every retrospective surfaces new blockers, but no one can tell you whether the problem is the team, the process, the architecture, or the roadmap. You lack the technical vocabulary to diagnose the root cause, and you lack the authority to hold the team accountable at the level where the real problems live.
This is not a problem another project manager can solve. It requires someone who can read the codebase, evaluate a sprint plan, assess team structure and hiring gaps, and deliver a specific diagnosis with a concrete path forward. That is exactly what Grant Ingersoll does.
Grant has been on both sides of this equation. As co-founder and CTO of Lucidworks, he built and led an engineering organization of over 80 engineers shipping enterprise software to major brands. As CTO of the Wikimedia Foundation, he oversaw 18 teams and 150+ engineers and navigated the unique challenge of running high-scale production systems with distributed, globally coordinated development. He knows what a functioning product development process looks like because he has built them – and he knows what a broken one looks like because he has inherited and fixed them.
Develomentor is not a replacement for your dev shop or your internal team. This is software development consulting focused on making your existing investment perform at the level you expected when you wrote the check. Grant evaluates your engineering process, identifies where execution is breaking down, and works alongside your leadership to implement specific changes. The result is a team that ships predictably, communicates clearly, and aligns its work to your business goals.
If you are a founder or executive who has lost confidence in your product development process but cannot pinpoint why, that uncertainty is the most expensive problem in your business. It compounds every sprint. Book a call and get a clear-eyed assessment from someone who has led engineering organizations through exactly this kind of inflection point.
