What this is
Everyone can lead. The question is whether they get better at it on purpose.
This is where I teach the stuff I spent 35-plus years learning the hard way. Some of it is leadership. Some of it is product and engineering. Some of it is hiring. Some of it is AI adoption. All of it is practical.
The goal is not inspiration. The goal is capability, with dates, owners, artifacts, and practice.
Leader of Leaders Training Handbook
Why Tig
I have done this work at Microsoft, Amazon, startups, and a big turn-around.
I started as a kid writing software in my dorm room. I landed at Microsoft and somehow managed to have eight different careers there. Later I built startups, went to Amazon and got a graduate education in leadership at scale, then left and accidentally walked into a turn-around at Control4. I fixed product and engineering there, helped set up the merger with SnapAV and the Snap One IPO path, and left when the team did not need me in the middle anymore.
Windows-scale products
I shipped products used by hundreds of millions of people and learned that execution usually breaks long before the code does.
Echo, Alexa, and Smart Home
I helped launch Echo and Alexa, then ran Alexa Smart Home. That was where I learned what "scale" really means.
Startups, turnarounds, and public-company scale
I founded startups, rebuilt product and engineering systems as CTO/CPO at Control4 and SnapAV, and tested whether what I believed about leadership would still work when I was the one on the hook. It did.
Product development excellence
I teach how operational, engineering, and product management excellence fit together; customer truth, clear writing, useful metrics, strong execution, and decisions that survive contact with reality.
Flexible curriculum, live with teams
I am good at this because I can take hard-earned lessons and make them teachable. The workbook is a start. The real work is live; adapting the material to the team in front of me, in the room, on their actual problems.
You are behind in AI. Catch up.
This is about training, not me pretending to be your hired AI wizard. I help teams get over the hump, use AI on real internal work, build habits, involve oversight early, and stop being behind.
The diagnostic
The Pyramid of Excellence shows what to fix first.
Most teams try to fix the visible problem. I try to find the layer underneath it. If trust is weak, accountability games will not save you. If commitment is fuzzy, results will stay fuzzy too.
- 06 Results
- 05 Accountability
- 04 Commitment
- 03 Healthy conflict
- 02 Trust
- 01 Personal relationships
Relationships and trust carry the load.
People trust humans they know. Teams need enough safety to say "I was wrong," "I need help," and "I do not know."
Conflict and commitment make the work real.
Real debate belongs in the room while the decision can still be changed. Afterward, people need clarity and commitment.
Accountability turns into results.
Ownership, dates, and paths to green make execution inspectable. Results become the output of the system.
AI adoption
If your team feels behind on AI, it probably is. That is fixable.
Most teams are not behind on AI because they lack a model. They are behind because nobody taught them how to practice, what is safe, what is worth trying, and how to build momentum without freaking out legal and security.
Locate the team
Most organizations are AI curious while leaders think they are committed. Name the real stage, then choose the next behavior.
Build the muscle
Practice on safe internal work, prototype against real constraints, demo weekly, and measure adoption instead of theater.
Run the 90-day catch-up
Pick a fight you can win this year, hire the wedge team, bring oversight in early, and get the flywheel turning.
Where you are
Pick the leadership problem you are really solving.
Designing the system
You do not personally solve every problem anymore. You design the cadence, mechanisms, and principles that solve problems repeatedly.
People managerTreating it as a profession
People management is not a hobby or a side quest. Your product is the team, the people, and the organization.
Builder or ICLeading without authority
You influence through facts, trust, vision, high standards, coalitions, and helping others make the plan their own.
TeamInstalling an Org OS
Your organization needs routine to become rhythm: planning, reviews, knowledge, interfaces, principles, and fitness functions.
How it works
Start with office hours. Build into practice.
Office hours are the front door on purpose. Bring me the real problem. We will make it sharper and decide what to do next. More than half of my coaching time is pro bono because this is how I give back. KLD is, opportunistically, a business that creates cash flow around work I would be doing anyway.
Free office hours
A 30-minute conversation about leadership, career, tech, or whatever is actually stuck.
Schedule a free sessionLeader of Leaders training
A flexible curriculum for leaders and teams, delivered live or in person, covering tenets, mental models, SBI, mechanisms, date sanctity, change, questions, and Org OS design.
Start with office hoursAI catch-up training
A practical session for teams that need to move from AI curiosity to actual use; safe usage, prototypes, cadence, oversight, wedge hiring, and a 90-day plan.
Start with office hoursHiring and product development excellence
Teach the mechanisms behind better hiring loops, clearer product judgment, customer obsession, narratives, metrics, and durable product decisions.
See topicsTeam practice sessions
Work the actual artifacts: tenets, paths to green, operating cadences, feedback conversations, and stuck decisions.
See topicsOrg OS review
Diagnose the scheduler, memory, interfaces, kernel, taxonomy, and fitness functions that make the organization run.
Start with office hoursProof
What others say after working with Tig.
Tig has helped me grow and build confidence in my work more than any other leader I have ever worked with. He made me feel like I was standing a little taller.
Jeff, Vice President, SnapOne
Tig not only filled those gaps but also instilled a leadership-driven culture that has permeated every facet of our organization.
Jags, CEO, LatentAI
Tig is a coach for the entire company and we're witnessing positive changes in culture and how we execute.
Stefan, CEO, Dawn Aerospace
Tig is one of the clearest business thinkers and leaders I've ever worked with.
Cecilia Ziniti, Co-Founder and CEO, GC AI
In working with Tig, I learned the importance of empowering leaders, deeply investing in building the right culture, defining guiding principles, mechanisms, and mental models.
Abhishek Ojha, Founder & CEO, Fegmo
If the words "extraordinary," "remarkable," "inspiring," and "joyfully" align with your organization's purpose, mission, and vision, you need to do everything possible to meet Tigger.
Alex Mann, Vice President, Patient Care Systems, Medtronic
The person you get
Operator, teacher, builder, nerd.
The leadership work is the front door. The rest of this site is also me; code, product stories, old cars, and a lifetime habit of taking systems apart to see how they really work.
Next step