01
Your team has grown but decisions remain too informal
Architecture, prioritization, quality, hiring and tradeoffs rely on a few key people.
Senior technical leadership without hiring a full-time CTO.
Your company has cleared the product stage. Your technical decisions carry real business consequences. You need a senior partner, not one more resource.
Executive decisionArchitecture · team · deliveryWithout a full-time hire
When you need CTO-level thinking, but not yet a full-time hire.
02
Leadership lacks visibility on technical risk
You need someone who can translate engineering reality into business decisions.
03
You want to structure without slowing down
Put order into delivery, governance and team ownership without adding useless process.
The space between strategy, field work and the team.
01
Technical roadmap & tradeoffs
Prioritize what protects the business, accelerates product or reduces real risk.
02
Organization & autonomy
Clarify ownership, rituals, responsibilities, standards and knowledge transfer.
03
Architecture, quality, security
Decide where to invest, where to stabilize and where to avoid expensive rewrites.
Not a senior developer in disguise, and not a detached consultant.
01
I do not replace the whole team
I help the team become more autonomous, not dependent on my presence.
02
I do not sell a generic method
The format depends on your size, maturity, pace and risk profile.
03
I do not push complexity
The right decision is often simpler than the technically attractive one.
Possible formats
01
Light advisory
A few touchpoints per month to challenge decisions, roadmap and risks.
02
Embedded fractional CTO
A regular rhythm with team and leadership: governance, delivery, architecture.
03
Structuring mission
A short period to lay foundations before hiring, fundraising or accelerating.
FAQ
How much time should we plan for?
It can range from a few days per month to a more integrated weekly rhythm. I prefer framing the need before selling a volume.
Does this work with an existing team?
Yes, that is usually where it creates the most value. The goal is to strengthen the team, clarify responsibilities and reduce the load on key people.
What if we need to hire a CTO?
I can help prepare the ground: clarify the role, secure the transition, challenge candidates and avoid premature or poorly framed hiring.
Looking for a senior tech partner, not another vendor?
We check together whether the right format is a diagnosis, a mission or fractional CTO support.