About | Tim de Jardine

Tim de Jardine I've spent 20 years inside & also founding companies of all sizes in different industries. Across all of that, the same pattern shows up.

At the beginning companies are fast, agile and impactful. A few wrong hires later bring bloat and process. Then corporate theatre increases and impact disappears. Then your employees are optimising for their performance review, not business impact.

Most importantly growth plateaus, competitors enter the space and you lose that upward momentum.

Most of the work I've done started at this point. I've then been brought in to make the company great again. This is achieved through a series of steps.

Here is how I work:

Intensity over duration

We both want outcomes. The best work happens in focused bursts where everyone knows the clock is ticking.

I've built the thing you're trying to build

Products used by hundreds of millions of people. The advice I give is drawn from work that shipped, not from theory.

Strategy decks are where momentum goes to die

Let's deliver working product with impact. The evidence of progress is moving the needle for your business.

Fewer people process = more impact

Most product orgs I walk into already have too much process. Another framework, another ceremony, another status update no one reads. My default is to remove before I add. I've seen small teams ship more than orgs 10x their size.

Results over theatre

The work is structured around outcomes, not hours. If nothing meaningful ships inside the engagement, the engagement failed. You can spend 6 months on an executive search and still end up with someone who has never built anything from scratch. Or you can have results and decide what you need next from a position of knowing.

Make firm decisions

I've worked with boards, investors, and founders. The useful version of those conversations ends in a decision, not another meeting. If your roadmap is wrong, or the product isn't solving a real problem, I'll say so. You're paying for clarity backed by experience.

Ship something this week

Not next quarter. Not after the "research" phase. This week. What separates the companies that win from the ones that don't is velocity of shipping and feedback from market.

About Tim.