Finally understand your engineering team—without learning to code.
1:1 coaching and team workshops that give you practical frameworks to communicate with, motivate, and lead technical teams. Most leaders see improvement in 4–6 weeks.
As a non-technical lead with ownership of technical delivery and domains, it can sometimes feel like you're working with people who speak a different language or are even a distinct species.
You are not alone. I can help you understand your technical teams and problems, and we can work together to help you find a collective purpose with your technical team.
30-minute call. No commitment, no sales pitch.
Sound familiar?
These are the patterns I see again and again when non-technical leaders are responsible for engineering delivery. The good news: none of them are unsolvable.
The Language Gap
Your engineers talk in technical abstractions---APIs, refactors, tech debt---while you need business outcomes. Neither side is wrong, but the gap means decisions get lost in translation and frustration builds on both sides.
The Time Mystery
Everything takes longer than expected and no one can explain why in terms that make sense. You hear “it's complicated” so often it starts to feel like an excuse. It usually isn't---but the inability to communicate the complexity is a real problem.
The Translation Problem
What you ask for isn't what gets built, even though everyone nodded along in the meeting. The requirements made sense to you, the team said they understood, and yet the result is something nobody quite wanted.
What I'll help you with
You don't need to become technical. You need to understand how to work with technical people---and that's a completely different skill.
I'll help you understand how engineers think and what motivates them. Most engineers didn't get into software to hit quarterly OKRs. They care about solving interesting problems, building things that work well, and having autonomy over how they do their work. Once you understand that, a lot of “difficult” behaviour suddenly makes sense.
We'll also work on asking the right questions instead of needing all the answers. You don't need to understand Kubernetes to lead a team that uses it. But you do need to know what questions to ask so you can make informed decisions without micromanaging the technical detail.
A big part of the work is building mutual respect between technical and non-technical teams. When engineers feel like leadership doesn't “get it,” they disengage. When leaders feel like engineers are being obstructive, trust erodes. Breaking that cycle requires intentional effort from both sides, and I'll help you lead that effort.
Finally, we'll focus on creating shared goals that both sides actually care about. Not top-down targets that engineering tolerates, but genuinely shared objectives where the business need and the engineering motivation overlap. That's where the magic happens---and where delivery stops being a fight.
How my coaching for non-technical leaders works
Every situation is different, but the process usually follows five steps. We'll adapt the pace and focus to match your specific challenges.
Step 0: Understanding Your World
Before we talk about engineering, I need to understand your world. What does your business actually need from the engineering team? What pressures are you under? What does success look like for you?
This isn't a technical discovery session---it's about understanding your context so that everything we build together is grounded in your reality, not abstract best practices.
Step 1: Mapping the Disconnect
Next, we figure out exactly where communication breaks down between you and your engineering team. Is it in requirements? In status updates? In planning? In prioritisation?
Usually it's a combination, but there's almost always one or two key friction points that cause the most damage. We'll find those and focus there first.
Step 2: Building a Shared Language
We'll create a common vocabulary and set of expectations that work for both sides. This isn't about you learning to talk like an engineer---it's about finding a middle ground where both technical and business concepts can be discussed clearly.
This often includes redefining how you talk about timelines, scope, risk, and progress in ways that engineers can engage with honestly.
Step 3: Bridging the Gap
With a shared language in place, we'll build practical frameworks for working together. How should requirements be communicated? What does a useful status update look like? How do you challenge a timeline without undermining the team?
These aren't theoretical models---they're concrete, practical tools you can use in your next meeting.
Step 4: Sustaining the Connection
Once the foundations are in place, I'll provide ongoing support as needed. Old habits die hard on both sides, and having someone to check in with when things feel like they're slipping can make all the difference.
Some leaders want regular check-ins for a few months. Others prefer to call when they hit a specific challenge. We'll figure out what works for you.
Common questions
Questions I hear from non-technical leaders.
Do I need to learn to code?
No. You don't need to write a single line of code. What you will learn is how engineers think, how they approach problems, and what drives them. That understanding is far more valuable than any programming language.
Will this help with my specific industry?
Engineering teams have remarkably universal challenges regardless of industry. The communication gap between technical and non-technical people shows up in fintech, healthcare, retail, media---everywhere. The specifics of your domain matter, but the underlying dynamics are the same.
What if my engineering team is resistant?
That's incredibly common and it's part of the process. Resistance usually comes from engineers feeling like “yet another initiative” is being imposed on them. We address this head-on by involving engineering early and making sure they see genuine benefit, not just another management exercise.
How many sessions does this usually take?
It varies depending on the complexity of the situation, but most leaders start seeing meaningful improvement within 4 to 6 weeks. Some challenges resolve faster, others take longer. We'll set realistic expectations upfront so you know what to expect.
Can you also work with my engineering lead?
Yes, and that's often the most effective approach. When both the non-technical leader and the engineering lead are working towards better communication, progress happens much faster. I can work with you both individually and together.
Bridge the gap between you and your engineering team.
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