Fractional CTO / Companies in technical transition
I work with companies where software is critical to customers, operations, or growth, but technical ownership has not kept pace.
Whether software is the product or runs the business, technical failure now has business consequences.
A company rarely wakes up wanting a fractional CTO. Something changes first.
A production system includes architecture, infrastructure, engineering process, deployment, team boundaries, and the people accountable when something fails.
I work through your existing team, testing important assumptions and intervening directly where that removes a critical constraint. This is not staff augmentation, outsourced development, or advice that ends with a presentation.
I decide what to build, what to change, and what can wait, connecting architecture, technical debt, and engineering investment to business priorities.
I make constraints visible, resolve decisions that block the team, and establish who carries each change from business priority to production.
I connect application architecture, infrastructure, data, reliability, security, and cost decisions to business needs, testing assumptions with the team and making tradeoffs explicit.
I clarify responsibilities and decision rights, support technical leaders, evaluate hiring needs, and connect engineering with the executive team.
I address evaluation, observability, permissions, data retention and deletion, infrastructure, cost, and failure handling, with named owners and verifiable controls.
I start with the company’s current priorities. Working directly with the team, I use real delivery to identify and address the architecture, infrastructure, and development-cycle problems that slow progress.
The goal is to keep producing while improving the system that produces the work.
The delivery path continues. We improve it as we use it.
That means:
This is not a separate assessment phase followed by implementation. Understanding, deciding, delivering, and improving happen together.
I am not trying to replace the current system with an idealized architecture before the company can move again. I am helping the company produce now while building a stronger technical system underneath it.
Outcomes depend on the starting point, but progress should be visible:
If we cannot describe what should change, we do not yet have a useful engagement.
We agree on the scope around your situation. Possible starting points include:
A bounded review of business priorities, delivery constraints, team responsibilities, and architecture, infrastructure, and production risks. We focus on decisions that cannot safely remain unresolved.
Ongoing technical leadership across the executive team and engineering organization, covering direction, delivery, and production.
Temporary technical leadership through a consequential transition, such as due diligence, acquisition integration, delivery recovery, production-AI adoption, a CTO departure, or a major architecture and infrastructure change.
Datagran · CTO, 2020–2025
Datagran’s product had negative Net Promoter Scores and a high number of production bugs.
As CTO, I led backend and frontend engineering, set the architecture, and introduced a DevOps development cycle. I also helped shape product direction and product-market fit experiments.
Outcome: Production bugs fell from approximately 300 to fewer than 10. Product NPS improved from negative scores to between 90 and 100.
The largest coffee-chain in Latin America · Through Datagran
The largest coffee-chain in Latin America needed better inventory forecasts to manage perishable stock and avoid overstocking and stockouts.
As the project’s technical lead at Datagran, I guided data collection and the data scientists’ experiments as the project moved into production.
Outcome: After deployment, the customer reported being on track to save $1 million annually.
PhD computer scientist. More than 20 years in engineering. Twelve years of formal technical leadership. CXO-level responsibility. Teams up to 30.
Clients have often brought me in for an implementation problem. My role expanded as the work exposed broader architecture, delivery, or organizational constraints.
My selected projects show the technical depth behind that work.
A senior developer adds implementation capacity when the direction is clear. A fractional CTO sets that direction and resolves priorities and tradeoffs across the company.
No. I work with your team and vendors, strengthening their ability to make decisions and operate the system.
When the scope requires a full-time executive. A fractional engagement can help clarify the role or support that transition.
Advice is part of the work. I also make decisions and stay accountable for follow-through. We agree on authority and how to evaluate progress.
Tell me what changed and which decision or delivery problem cannot wait.
A short description is enough. If I am not the right person, I will say so directly.