You fund the technology. You should be able to question its decisions.

I translate the real state of tech into clear decisions: risks, options, budget, hiring and priorities.

Let’s discuss your situation Discover the Diagnosis

Chapter 1 · Findings

When leadership steers tech in the fog.

Leadership depends on technical opinions that are difficult to compare.
Risks are known by the team but unclear at executive level.
Tech budget is discussed without a view of the tradeoffs.
Hiring, product and architecture decisions remain separate.

Chapter 2 · Inspection

What I look at in your technical governance.

Decision forums and the information that reaches them.
Metrics used to discuss quality, risk and capacity.
Budgets, hiring and priorities linked to technology.
Communication between leadership, product, tech and operations.

What you can expect

A clear leadership view of the tech situation.
Better documented decisions on budget, hiring and priorities.
Less dependency on untranslated technical opinions.

Chapter 3 · Warning signs

Signs it is time.

Important tech decisions happen too late.
Leadership cannot tell whether the team lacks time, skill or structure.
Budgets are negotiated without a risk view.
Technical warnings reach the board only after an incident.

Chapter 4 · Intervention

How I make technical decisions readable.

Prepare decisions with leadership
I turn technical topics into options, risks and business impact.
Set a decision frame
I clarify what must be decided, by whom, and with which information.
Support key moments
I can support budget, hiring, roadmap or investor-related tradeoffs.

Chapter 5 · Answers

Technical governance: your questions.

Is this advisory or CTO work?
It can be both. The goal is to give leadership senior technical judgement when decisions matter.
How often do you work with the leadership team?
Anywhere from a few sessions a month to challenge decisions, roadmap and risks, to a regular rhythm with the team and leadership covering governance, delivery and architecture.
Can you present technical topics to the executive committee?
Yes. I have taken part in these leadership meetings. I explain how technical choices affect the business, costs and risks so leadership can discuss them.
Where should leadership start if it does not know where the tech stands?
Start with an assessment. The Tech & Organization Diagnosis takes 5 days: focused interviews, a review of the architecture, backlog, incidents and team practices, followed by a summary for leadership and a prioritised action plan.

Chapter 6 · Case files

In practice.

Does this sound familiar?

A tool to prepare the conversation, a diagnosis to understand the context, and support to take action.

You are hereTech governance

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