Work with me

I’ve spent 20 years building software and leading engineering teams. I currently run product and engineering at Getaround, where I grew the engineering org from ~20 to 60+ engineers and led the engineering side of merging five companies into one product: Drivy acquiring Livop, Buzzcar, and Autonetzer, then Getaround acquiring Drivy and folding in Nabobil. Teams across France, Eastern Europe, the US, Canada, and South America.

I’m fully employed, this isn’t a consulting practice. I advise a handful of companies and startups going through the same things I deal with daily. Think a few hours a week, with the occasional deeper dive. The upside is that everything I share is current, not something I did five years ago at a company I no longer work at.

If any of this sounds familiar:

  • You doubled the team but releases got slower, not faster
  • You acquired a company and now have two codebases, two cultures, and two teams that don’t talk to each other
  • Product and engineering are in a cold war, roadmap meetings feel like hostage negotiations
  • Your infrastructure costs doubled but nobody can explain why
  • You promoted your best engineer into management and now you’ve lost your best engineer and gained a struggling manager
  • You’re about to be acquired and have no idea what happens to your team, your stack, or your roadmap on the other side

Engineering Management & Org Scaling

Helping teams scale without losing speed.

How to structure teams as you grow. When to add managers, when to hold off. How to keep execution speed when you go from 10 to 50 engineers. I’ve built team structures, introduced engineering levels, set up processes that actually worked and killed the ones that didn’t.

Product & Engineering Alignment

Aligning what gets built with what the business needs.

Getting engineering and product to pull in the same direction. Roadmap planning that connects business goals to what actually gets built. Prioritization that survives contact with reality. I run both product and engineering now, so I see how this breaks down on each side.

Infrastructure & Platform Strategy

Architecture decisions that age well.

Reliability, cost optimization, when to invest in a platform team and how to set it up. This is where I started: backend and infrastructure engineering, then reliability and data engineering, before moving into management.

Hiring Engineers & Leaders

Hiring people you'll actually want to work with.

Designing interview processes that work, sourcing strategies beyond LinkedIn recruiter spam, and how to sell your company to senior candidates who have options. I’ve hired at every level, from junior engineers to engineering directors.

Acquisitions & Post-Merger Integration

Making mergers actually work, on both sides of the table.

What really happens after a deal closes. Reconciling two of everything: two codebases, two deploy pipelines, two on-call rotations, two ways of doing sprints. Figuring out which team keeps what, who reports to whom, and how to keep people shipping while the ground shifts under them. I’ve done this five times now, on both the acquiring and acquired side.

A bit of background

I studied computer science at Epitech in Paris and did a master’s at IIIT in Pune. Started with consulting gigs before joining startups, a year in San Francisco at Seesmic, then four years building a video casting platform.

I joined Drivy in 2014 as an engineer and worked my way up: head of reliability & data, VP of Engineering, and now VP of Product & Engineering at Getaround after the acquisition. I also build side projects from time to time.

Coaching

  • Weezic — Web development (HTML, CSS, Rails)
  • Yespark — Code reviews & engineering practices

Talks

If any of this sounds like you, I’d be happy to chat. Reach out on LinkedIn.

We’ll set up a first call (free, no strings) so I can understand what you’re dealing with, and we’ll go from there. I mostly work remotely, but if you prefer meeting in person, I’m based in Paris.