Tech Executive Mentor
I help CTOs and VPEs become the leaders their companies need as AI reshapes our entire profession: one on one, and in a peer group of engineering executives.
Book a Call5+
Years
100+
Leaders
1,200+
Mentoring sessions
I help CTOs and VPEs become the leaders their companies need as AI reshapes our entire profession: one on one, and in a peer group of engineering executives.
Book a CallLet's have a conversation about what you're dealing with right now.
Built around your company, your role and your toughest calls. We focus on what matters most to you right now, and adjust as that changes.
Explore Personal MentoringA tight group of CTOs, VPs and Heads of Engineering who meet every month to work through real dilemmas together, with me facilitating.
Explore the Peer GroupNot sure which fits? Book a call and we'll work it out.
From CEOs, CTOs, and engineering leaders building some of today's most ambitious AI companies.
Any CEO who wants their engineering leadership to grow as fast as their company should work with Anton.
Anton didn't try to impose a textbook management framework on a structure that didn't fit one. He understood our organization, worked within its realities, and helped our Head of Engineering become the kind of leader AI21 needed as a VP.
That balance - getting the most out of the current situation while preparing honestly for what comes next - is rare. Most consultants either push too hard for change or avoid the hard conversations entirely. Anton did neither.
What I valued about working with Anton was his ability to operate in ambiguity. We were balancing innovation with enterprise delivery, integrating diverse leaders, and building new functions inside an established R&D culture. Anton was effective across all of it.
Any VP of Engineering or R&D leader dealing with complexity that doesn't have a clean answer - fast-moving business, an org that needs to keep evolving, personal growth all at once - will find real value working with Anton.
Anton didn't just help us find a good candidate - he saw exactly where that candidate would need support, and then provided it. The hiring and the mentoring aren't separate services; they're one continuous investment in getting the leadership right.
First-time CTOs building in complex, enterprise-driven domains - especially where the pressure to become a services company is constant - will find Anton's perspective invaluable.
What I didn't expect when I started working with Anton was that I'd come to enjoy the leadership side of the CTO role as much as the technical side. That shift is probably the most lasting thing he gave me.
Anton focuses on people. He helps me see the full picture - what someone is capable of, what's holding them back, and what I can realistically do about it - and then helps me take action that's bolder than I'd have managed alone, and fully mine to own.
CTOs managing multiple teams with different dynamics, who need to grow as leaders without losing focus on what matters most to the business, will find Anton invaluable.
In any given session we might move from org design to individual coaching to operational process, and he was equally effective across all of it.
I personally found his guidance valuable in navigating both people-management decisions and broader organizational trade-offs during a period of significant growth.
Interactive tools distilled from real mentoring engagements.
AI transformation feels like the holy grail, but the path there is full of contradictions: tokenmaxxing dressed up as progress, duplicated effort, and working practices that don't get shared. Use the radar to understand how AI-native your organization actually is, and what it can evolve into.
See the RadarAI is reshaping what engineers actually do, and what professional growth looks like. Whether your career ladder feels outdated or you're building one for the first time, treat this as a baseline, not a custom fit. Building the tailored version is usually a later step in a mentoring engagement.
Explore the LadderAI-native shifts create real uncertainty, and press against the values of your org. A survey shows you how credible the values are in your org, and gives you clear focus on what to improve. Keeping tabs on what the org really sees and feels is often part of a mentoring engagement.
Check the SurveyI've been in Engineering leadership roles for over two decades. The most intense one was Snyk, where I joined as the first hire and scaled Engineering to 150 people over five years. The hard-earned lessons along the way shaped my philosophy on leadership. I now describe myself as a VP of People who happened to build and run an Engineering org.
When I left Snyk, I realized my motivation is levelling up leaders in Engineering. What looks like work to most feels like play to me, and I wanted to do more of it than any single role would allow. For the past five years, I've mentored over 100 clients across startups in the US, Canada, Europe and Israel, sharing my lessons, honing my perspective, and building a much wider view of what Engineering leaders are really dealing with.
First hire at Snyk, scaled Engineering from 1 to 150 over 5 years.
CTOs, VPs of Engineering and Heads of Engineering, from seed-stage companies all the way to engineering orgs of 100+ people.
If you believe you can benefit from a conversation, the first call is on me.
Book a Free Exploratory Call