Level 3 · 2-day intensive

Leading Engineering Leaders

Two days in, you stop being the escalation point for 4+ teams. You leave with a cross-team strategy your CFO signs off on and managers who run their teams without you in every room.

32,000 CZK per seat · from 460,000 CZK in-house

Senior engineering leaders in discussion at an ELC event

Trusted by

Not for

First-time engineering managers. That is L1.
Team leads running a single team. That is L2.
Senior ICs, staff engineers, architects without people scope.

Who it is for

Director of Engineering or Head of Engineering with 4+ teams.
Senior Engineering Manager who just inherited other managers.
VP of Engineering at a scale-up who owns the org chart and the budget line.
CTO of a 30-100 person engineering org who still runs it like one big team.

The program

8 modules over 2 days.

From average to high-performing, through your managers
You leave with a 6-month plan per weak team, run by its manager, checkpointed by you.
The succession map, names in boxes and dates on transitions
You leave with the map filled in for your org and the script for the hardest conversation on it.
Performance reviews that managers respect
You run one live on a real case from your org and take the script home.
Executive communication: speak in dollars
Your next budget ask goes up the chain in business language, pre-tested against the hardest question.
Org design when AI changes team shapes
An org design with a sequencing plan, not a reorg announced on a Friday. Worked against real Mews before/after shapes.
AI adoption as strategy and budget, not a tools memo
You leave with your own 90-day adoption plan drafted and stress-tested by the 11 peers in the room.
Leading EMs who lead AI-native teams
A review and coaching model that works for both your AI-native and legacy teams.
The 5 metrics that catch org rot early
Your change plan leaves the room ready to run, and you write the 3 principles you will be held to.

Participants comparing notes during an Academy workshop

From where you are, to where you walk out.

Before

Every cross-team conflict lands on your desk because your managers won’t decide without you.

After

Your managers resolve 80% of cross-team calls themselves. You hear about them in the weekly, not at 11pm.

Before

The board asks “why does engineering cost this much” and you answer with velocity charts.

After

You answer in money: what each team returns, what the AI tooling line saves, what a delayed hire costs.

Before

One team went AI-native and ships twice as fast; the other four managers are quietly panicking.

After

You have an org design that says which team shapes change, which roles shift, and in what order.

Before

Your best manager is ready for director scope and you have no evidence to promote them with.

After

You run a manager pipeline: who is ready, who needs two quarters, who needs a different job.

Before

“We should adopt AI” sits in the strategy doc for the third quarter in a row.

After

A 90-day AI adoption plan with a budget number, an owner per team, and the roles it changes named out loud.

What you walk out able to do.

Take an average team to high-performing in 6 months, and coach the manager who runs it instead of running it yourself.
Run a performance review of a manager, not an engineer: different evidence, different questions, different failure modes.
Present an engineering investment to the CFO in their language and get the headcount, because you priced the alternative.
Redesign team shapes for AI-native delivery without triggering an exodus.
Build and defend an AI adoption budget: tooling spend, upskilling time, and the efficiency number you will be held to.
Pick the 5 metrics that expose org dysfunction across 4+ teams before people resign. DORA is not on the list.
Land a change across multiple teams with a tactical change-management template.
Make your offer the one the senior candidate accepts when they hold three.

A large audience of engineering leaders at an ELC conference

A training environment full of engineering managers at work

An engineering leader presenting to peers in a workshop

Engaged audience during a Q&A at an Engineering Leaders meetup

Format

Format and price.

2-day intensive, in person, max 12 participants.
Every AI module ships a take-home artifact: an org-chart re-cut, a 90-day adoption budget, a review model.
Bonus, every cohort: mentoring on your personal situations, the real conflict, the real reorg.
Real stage access at 120+ leader meetups and the annual conference, with professional footage.
2-year commitment −15%. First 5 founding companies −20%.

Open-enrollment seat32,000 CZK per seat

In-house cohortfrom 460,000 CZK in-house

Company yearly leadership programIncluded in Team, Scale & Org subscriptions

Prices in CZK, excl. VAT. Published, not on request.

Faculty

Our Lecturing Masterminds

Our team is unique. We are not consultants selling academic theories or empty certificates. They have built multiple unicorn companies and helped organizations scale from startups to scale-ups to established corporates.

Marian Kamenistak

Engineering Leaders Community

Time to Value, Release cycle, Software talent, Team autonomy, Scalability

Jan Fried

Strategic Advisor

Product vision, Product strategy, Planning, OKRs, Outcome roadmap, Product culture

In-house cohorts

Tailored Leadership Training for Your Ambitions

No two organizations are the same. That is why our learning designers have crafted a selection of sessions focused on the key challenges faced by today's leaders. We work together to customize these sessions specifically to your needs. Our experts do the heavy lifting throughout the process and craft the program that is just right for your organization.

Book an in-house cohort

Engineering leaders in conversation during a workshop break

The energy of a packed Engineering Leaders workshop

What nobody else offers

The parts a competitor cannot copy in a quarter.

Reforge stops at engineering manager level.

Async, aimed below director, it skips manager-of-managers dynamics, multi-team org design, and budget strategy. L3 is built for that scope, live, in a room of 12.

LeadDev sells talks, not reps.

Conference sessions are one-way. Here you rework your own org chart and budget ask and get it torn apart by peers.

Nobody teaches AI-native org design or AI budgets at director level.

The topic is not the moat, the case library is: real Mews org charts, 8 to 80 through Series C, sanitized but real, used with permission.

Executive coaching is engineering-blind.

Radical-style coaching treats a VP Eng like any executive. L3 is a one-time seat, engineering-specific, 11 peers instead of one coach on a call.

What survives the copycat.

The 2,000+ leader community, the 120+ person meetup stages, the Mews 8-to-80 case library, and the written evidence pack.

“You hear about them in the weekly, not at 11pm.”

Proof, honestly labeled

What we can stand behind today.

Predecessor itensity courses: 9.3/10 across 21 participant reviews.
Companies that trained their managers with us: Rohlík, Košík, Mews, Kiwi.com, Česká spořitelna, Trezor, and Apify.
Trusted across the Engineering Leaders community: partners include Microsoft, Barclays, Productboard, and Ataccama.
Behind the mentoring bonus: 3,400+ mentoring sessions with 300+ leaders in 17+ countries.

Modules 1-4 and 8 ran through every predecessor itensity cohort; modules 5-7 run for the first time with the founding cohort, which is exactly what the 20% founding discount pays for. Named alumni outcomes and cleared case-study names land after the first cohort; until then no promotion claim rests on anything but the reviews above.