Because Engineering Management is Different
And yet most management training treats you like you’re either a code robot or a full-time therapist.
We get that you need both technical credibility AND people skills. That’s why we focus on the conversations, decisions, and relationships that shape your day-to-day work—with practical approaches you can use immediately.
Who Are We?
We’re Allison Pollard and Paul Tevis—certified coaches with deep roots in software development and decades of experience in engineering organizations. We’ve both worked in environments where managers were expected to figure things out with little support, even as the stakes kept rising.
We met over a decade ago at a conference—Allison from Texas, Paul from California—and kept crossing paths at professional events. We shared book and training recommendations, compared how companies were navigating change, and swapped stories about what actually helped managers succeed. We had different experiences, but the same frustrations kept showing up:
Rigid frameworks that don’t match real-world challenges
Too much theory, not enough “what do I say on Monday?”
The false choice between technical excellence OR team wellbeing
Coaches who are too focused on mindset but light on practical tactics
We work with managers on the conversations, decisions, and relationships that shape their everyday work—helping them be clear in what they’re asking, connected to the people they lead, and curious enough to navigate change without getting stuck.
That’s what makes great engineering management—and that’s what we focus on.
Paul
“Are you sure you’re ready to ’hang up the keyboard?”
That’s what a CTO asked me in a job interview for an internal coaching role. I had a degree in Computer Science, and I’d spent more than a decade in various software engineering and engineering management jobs. I’d written optimizing compilers for embedded systems and developed motion controllers for industrial automation. I’d taught Test-Driven Development, set up build and test pipelines, and helped modernize software architectures. Was I really ready to step away from that to focus on people?
My response? “I’m a pretty good engineer, but I think I could be a really great coach.”
It must have been a good answer, because he hired me.
More than a dozen years later, it’s clear that transition was the right move. While I’m not writing code anymore, I still love software development and Information Technology. Having worked in public and private companies, across various industries, from startups to Fortune 200 corporations, I’ve seen how vital effective managers at all levels are – and how challenging those roles can be.
I’ve been a manager, I’ve had a lot of managers – 13 different managers in 18 years – and I’ve supported a lot of managers. I’ve worked with and for front-line managers, directors, VPs of Engineering, and CTOs. Partnering with all of these people, across myriad companies and situations, has taught me a lot about what effective management looks like in software and IT.
Along the way, I’ve led hundreds of workshops and meetings for software engineers, product managers, communities, volunteer groups, and boards of directors. I have presented on the human side of technical work at numerous conferences. I also have an abiding love for live theatre – particularly improv. One of my first talks was “How Improv Theatre Made Me a Better Software Engineer,” and I’m part of the Applied Improvisation Network, a worldwide organization devoted to bringing the collaborative tenets of theatrical improvisation from the performance stage to the larger world.
Allison
My background is in computer science, mathematics, and English—a combination my college advisor said would make me “powerful.” At the time, I thought he was exaggerating. Now I get it. I work at the intersection of technology, logic, and language to help leaders notice what’s influencing the results they’re getting and shift the patterns that are holding them back.
For over a decade, I was a full-time consultant working with Fortune 500 clients in industries like energy, retail, financial services, real estate, and transportation. The consulting company I worked for grew through acquisitions, which meant I saw firsthand how different organizational cultures and systems collide—and what it takes to bring people together around shared goals.
While I deliberately avoided the formal manager track (it looked broken to me), I often took on management responsibilities without the title: mentoring consultants, sharing client feedback, and supporting their growth. My consulting work often focused on improving software delivery and strengthening the way managers work with their peers in product management and beyond.
One thing I’ve learned: my strengths aren’t universal, and that’s a good thing. I don’t coach people to be just like me.
I’ve facilitated small groups and rooms up to 1,000 people. I’m not just there to ask questions—I connect dots between ideas and offer suggestions to encourage new thinking.
I’ve been in book clubs at past companies and client organizations to grow leadership skills and learn new trends in technology. These days, I belong to a neighborhood book club that’s more about fiction and friendships. I love Broadway musicals but am absolutely terrified of singing in front of people. Whether it’s in a book, a Broadway musical, or a boardroom, I love stories and how they reveal what people care about.
Although I had stage fright growing up, I was surprised to discover I actually enjoy public speaking. In 2019 alone, I gave 21 talks with 11 different co-presenters, some of them clients who had never spoken at a conference before. It’s one of my favorite parts of this work—people finding their voice and sharing what they’ve learned with others.
And I’m happily married to a gamer who keeps me fluent in “nerd.”
We Understand That...
After a day full of meetings, it’s hard to think straight—let alone have a tough conversation
Setting boundaries in your organization and this job climate feels risky
You want to feel like yourself and be respected as a leader for who you are, not sound like a scripted robot
You’re too smart to spend time on stuff that you can’t apply right away in your current role