I help growth-stage companies build engineering discipline and momentum — with the seniority of a CTO, sized to your stage.
Embedded in your leadership team. Owning architecture, delivery, and the hard technical calls — one to three days a week, on retainer. The seniority of a CTO, scaled to what your stage actually needs.
A leadership role — not a project.
A Fractional CTO is a part-time, ongoing leadership role. I serve as the CTO for companies ready for senior technical leadership at a stage where fractional is the smart fit. Think fractional CFO or fractional CMO: embedded in the leadership team, in the exec meetings, making the architecture decisions, and owning engineering outcomes — focused on the days that move the needle.
Three ways to buy technical leadership
Three pillars of the engagement
Architecture & Risk Judgment
I make the technology decisions that are expensive to reverse, and I name the risks before they become incidents — sound calls on what to build, what to buy, and what to leave alone.
Engineering Leadership & Standards
I set the bar for how software gets built — code quality, delivery predictability, accountability — and I raise the level of the people doing it. Leadership isn't just direction; it's the standard everyone calibrates to.
The Translation Layer
I make technical reality legible to the business and business priorities legible to engineering — the calm layer that keeps each side focused, aligned, and moving on exactly what matters.
I've seen this from every side of the table.
My career has spanned the full range — from the scrappy urgency of a lean startup, where one decision reshapes the whole company, to a large telecom, where leadership means aligning many teams across time zones, languages, and cultures. I've built and led engineering in multi-zone, multi-cultural environments where the human problems — translation, trust, and coordination between people who bring different languages and perspectives — matter as much as the technical ones. I've learned to solve for both.
That range is the point. I know what “good” looks like at scale, and how to get a small team there with the focus and speed that a lean stage rewards. I've sat in the founder's chair and in the enterprise boardroom — so I can read both rooms, and speak to both honestly.
“The best technical leadership is quiet: steady delivery, calmer teams, and decisions that still look right a year later.”
The companies that need this most
Ready for a fresh chapter of technical leadership
Seed or Series A startups ready for steady technical leadership — so the team keeps shipping and has someone steering.
Building software, not a tech company
Software-building businesses that want senior technical leadership at fractional cost — full CTO judgment, sized to the stage.
In transition
Companies mid-acquisition, pivot, or rapid scale — where getting the next 12 months of technical decisions right pays for itself many times over.