Justin Johnson

I%27ve spent 15+ years leading B2B SaaS engineering organizations, and I keep running into the same problems growth-stage boards worry about: scaling a team without breaking delivery, adopting AI without losing control of quality or security, and integrating systems and teams after an acquisition without losing executive visibility into the roadmap. I%27m not a consultant who%27s read about these problems. I%27ve actually lived them, most recently taking an 85-person engineering org from weekly release trains to independent deployments, cutting our open security backlog by two-thirds, and driving real double-digit gains from AI-assisted engineering adoption.

I think I%27m the right fit for growth-stage B2B SaaS companies, roughly Series A through pre-IPO, that are past the founding-engineer stage and into the harder problem of scaling engineering process, technical risk, and AI strategy without slowing down. I plug in fast. Within the first few weeks I can usually tell you the two or three highest-leverage risks or opportunities your board is missing. And if you need to scale engineering capacity quickly, I%27ve got real relationships with near-shore and off-shore staffing partners I%27ve negotiated and managed contracts with directly. If your board is trying to figure out whether your AI adoption is actually paying off, or whether your engineering org can survive its next stage of growth without breaking, that%27s the conversation I want to be having.