Golden sculpture inside the Louvre glass pyramid with blue sky and classical building visible through the geometric structure

For Technical Leaders

The hardest part isn't the technology.

You know what's possible. How do you build an organization that can deliver on that vision?

What You're Actually Navigating

The Louvre Pyramid at dusk — modern architecture meeting classical structure
“You're building something modern inside existing structures. Not destroying the old — adding to it.”

Photo by Alfred Hernández Ríos

What We Work On Together

We don't hand you a strategy deck and disappear. We work alongside you on the organizational architecture.

Dissolving Friction

We map the invisible friction points: the approval chains that slow innovation, the communication gaps between teams, the legacy processes that made sense once but now create drag.

Team Architecture

Org charts show reporting lines. We look at how work actually moves — the informal networks, the bottlenecks, the collaboration patterns that either amplify or block your vision.

Executive Translation

Rehearsing the conversations that need to land differently. Crafting narratives that make technical reality feel strategic, not defensive.

Results From The Field

Technical leaders face a specific kind of challenge: the problem isn't technical. It's organizational, relational, political — and no one taught you the frameworks.

Here's what happens when you get the scaffolding in place.

An IT turnaround — when walking away seemed like the only option

The situation: A joint venture between an oil company and an IT contractor. Nine months in, $12M over budget. The CIO was about to write off $30M and pull out. The relationship between the two organizations had turned adversarial — finger-pointing, blame, dysfunction.

What changed:

  • ·Network outages: 130/month → 3/month
  • ·Budget cut from $160M to $90M while surpassing previous performance
  • ·The CIO later presented this as a “best-in-class” example at a national conference
  • ·Three years earlier, no one could have imagined that recognition was possible

“In my 30+ years of experience in large organizations, I have never seen an ‘Us vs. Them’ downward spiral between two groups anywhere near this extreme. It seemed impossible to reverse. To my amazement, the team transformed their relations and performance.”

— Director, Shell

“Nathalie set up a structured interview process with over a half dozen people I worked with. Rather than just give me raw feedback, she very insightfully synthesized the results into key themes. I was so impressed that I recommended her to a number of my direct reports. She is very intuitive and insightful — a consummate professional.”

— Bill Rothwell, VP Innovation & Chemical Technology, Shell

“The cost of this training was pennies compared to the operational dollars at stake — and what we saved — in fixing our performance problems and optimizing our joint operations.”

— CIO, Shell

From technical leaders navigating similar transitions

“Working with Nathalie has had a profound, meaningful impact on my work and career. She facilitates this not by following an agenda, but by acting as a thought partner who anticipates where I need to go.”

— Steven Nickel, Director, Consumer Hardware Operations, Google

“Nathalie helped me greatly with my transition from an academic researcher into my role as CTO. She taught me leadership and management skills in a very practical and tangible way.”

— Dr. Meike Herget, CTO & Cofounder, Avails Medical | Stanford GSB Mentor

Let's talk about what you're building — and who you're becoming.

The technical part is never just technical.

What's the real challenge?