Executive Coaching in Tech: A Copilot for Leaders
Recently I joined Mehmet on The CTO Show to talk about executive coaching in the technology sector. The conversation gave me a chance to share how I think about coaching, how it differs from other forms of advisory, and why it matters so much for founders and leaders in fast-moving tech environments.
Defining Executive Coaching
When I meet leaders for the first time, they often ask me how coaching is different from consulting, mentoring, or therapy. I like to frame it as four categories of support:
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Consulting is about delivering a specific product or solution.
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Mentoring is about sharing my experience to help someone navigate.
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Therapy is about exploring the past and how it shapes today.
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Coaching is about acting as a copilot.
A coach sits beside you, not in front of you. I do not take the wheel or hand you a ready-made answer. Instead, I help you see new perspectives, ask questions you might not ask yourself, and point to the hills or blind spots you may have overlooked. You are always in the driver’s seat.
Measuring Coaching Impact
Coaching is not abstract. Every session has structure. We start with a topic, define goals, and end with concrete commitments. At the next session, we check what happened, not in a judgmental way but to keep accountability alive. This rhythm helps leaders build momentum and see progress in real terms.
Success is not just measured in feelings of clarity but in actions taken and commitments kept. That discipline of measuring and tracking is what makes coaching sustainable.
Technology and Organizational Behavior
In the startup world, technology is often seen as the solution to everything. As a technologist myself, I understand that impulse. But the reality is that tech is only half the picture. The other half is human.
I shared how technical founders sometimes build perfect systems that no one needs, while the real breakthrough comes from imperfect solutions that solve human problems. Talking to users early, listening deeply, and balancing technology with empathy are what shape healthy organizations.
Scaling Culture
Another challenge we explored is scaling company culture. When you are 20 to 50 people, bonds are personal. You know everyone, and values flow naturally. At 200 people, that changes. Culture has to be demonstrated consistently by leadership, repeated in stories, and embedded in practices. Without that, the culture frays as the organization grows.
Human Interfaces and Decision Making
The name of my company—Human Interfaces—comes from this idea of connection. Every organization is a unique configuration of people, contexts, and systems. A solution that works beautifully in one place might fail completely in another. My role as a coach is to help leaders navigate those interfaces, adapt to their own context, and find clarity.
