Senior technical leadership, two days a week.

Who this is for

• You’ve raised, you’ve made your first engineering hires, and nobody senior is making the architecture and hiring calls.
• Your CTO has left and you need continuity while you search.
• You’re technical yourself, but you’re now the bottleneck and you need someone to hand it to.

What you get

• Technical strategy and architecture decisions, with the reasoning written down.
• Hiring — what roles, in what order, how to assess, and sitting in on the interviews that matter.
• Delivery — getting a roadmap that survives contact with reality.
• Board and investor communication — translating engineering into terms your board can act on.
• Build-versus-buy and vendor decisions, made properly rather than by whoever demos best.

How it works

One or two fixed days a week, named in the contract. Three-month minimum, monthly retainer, thirty days’ notice either side. I run a maximum of two engagements at a time.

What this isn’t

I’m not a contract engineer — I’m not writing your features. I’m not in your daily standup. And I’m not a permanent CTO in disguise: a good fractional engagement should end with you hiring someone, and I’ll help you do that.

Why me

Founding CTO twice, in the same market, five years apart. The first attempt failed on market timing; the second reached 250,000 members. I’ve also been interim CEO, so I know what the rest of the business needs from engineering and why it usually doesn’t get it.