66% of companies struggle to align their strategy with execution, and 58% of employees report lacking clarity on how their work contributes to strategic objectives (Harvard Business Review)
Only 33% of employees feel engaged in their work, leading to a loss of motivation and efficiency (Gallup)
Engaged teams are 21% more productive and 22% more profitable than their less engaged counterparts (Gallup)
We’re the founders of KATALYSS, two former tech executives with a shared history of building, leading, and transforming engineering organisations from the inside.
Over the past 25 years each, we’ve held roles as VP Engineering and Head of Engineering, steering teams through growth, restructurings, and complex delivery challenges. Our paths have crossed for over 15 years, across five companies, where we’ve consistently turned strategic intent into operational impact.
We know what it means to be accountable : not just for the plan, but for the outcome.
As part of the OKR Mentors network, we also help companies sharpen their focus and turn ambition into results, using OKRs as one of the many tools in our kit—always adapted, never dogmatic.
We tackle the root causes of organisational drift. In our experience, most tech and product challenges boil down to two critical pain points:
Lack of focus and misalignment
When strategy gets lost between the boardroom and the teams, execution suffers. We reconnect ambition with action, ensuring that everyone pulls in the same direction, from leadership to delivery.
Eroding productivity and disengaged teams
Misused processes, unclear priorities, and organizational fatigue kill momentum. We bring fresh energy, structure, and clarity, revitalizing teams through meaningful goals and a culture of ownership.
Beyond these core challenges, we also step in for transition leadership or targeted consulting, bringing seasoned judgment and operational firepower to help you navigate complex shifts.
Our values are forged from the field. They reflect what we’ve seen work, time and again, when navigating complexity and leading real change in real organisations.
Transparency : Trust isn’t a buzzword, it’s the foundation of any effective team. We say what we see, share what we know, and bring tough truths to the table early. Because clarity beats comfort when it comes to solving hard problems.
Purpose : We don’t chase vanity metrics or abstract ideals. Every goal we set must serve the business, the customer, or the team, preferably all three. That’s how we align efforts and give work meaning.
Challenge : Change doesn’t come from staying comfortable. We create the space to ask better questions, confront legacy habits, and aim higher, without losing grip on what’s realistically achievable.
Safety : In tech, progress depends on experimentation. We foster environments where teams can test, stumble, and adapt, because failure isn’t the enemy; inertia is.
Quality : We value the craft in every deliverable—code, design, decisions, because details matter when you’re building for impact.
These values aren’t principles on a wall, they’re how we operate, day-to-day, in the messy, moving reality of modern organisations.