How I work
Two ways to work together.
A sprint fixes one problem. Fractional CTO work gives you one owner for your whole technology function. Both run on the same idea: find the constraint, build the improvement, prove the value, scale what works.
Operational sprint
Fix one problem.
- Best when
- You can name the thing that's broken.
- Length
- About three weeks.
- What you get
- A working improvement in production.
- Pricing
- $5,000 or $10,000, fixed fee, depending on the scope.
How it works
Fractional CTO
Own the whole function.
- Best when
- Technology is spread across people and vendors, and nobody owns the whole picture.
- Length
- Ongoing, starting at 5+ hours a week.
- What you get
- One accountable owner for strategy, security, vendors, and your IT team.
- Pricing
- A $1,500 fixed-fee review, then from $3,500 a month as an Operating Partner alongside your CEO or COO, or from $6,500 a month as your accountable Fractional CTO.
How it works
Operational sprint
One problem, fixed in about three weeks.
I work inside your business, next to the people doing the work, and build the fix with you.
1. Week 1
Find the constraint
I watch the process actually run and find where it binds.
You getThe real bottleneck and what it costs you.
2. Weeks 2 to 3
Build the improvement
The smallest thing that works, using the right tool for the problem. Sometimes that's buying, not building.
You getA working fix in production, not a prototype.
3. End of sprint
Prove the value
We agree on the measure before we start: time saved, errors cut, steps removed.
You getA result you can state in one sentence.
4. After
Scale what works
If it holds up, we take on the next problem. Or we stop there.
You getAnother sprint, a roadmap, or nothing more.
Fractional CTO
One owner for your whole technology function.
Most growing companies don't have a technology problem. They have an ownership problem. I become the person accountable for the whole picture.
Start: 2 to 3 weeks, fixed fee
Technology Operating Model Review
I map who owns what today across your team, MSP, and vendors. You get a plan: what to keep, what to fix, and what to change first.
Then: ongoing
A steady cadence
- Weekly
- 5+ hours of hands-on leadership, with your team and vendors.
- Monthly
- Vendor, budget, and scorecard review.
- Quarterly
- Priorities set and roadmap refreshed. If you run EOS, these are your Rocks.
Who owns what
I don't replace your staff or your MSP. I make sure each piece of work has the right owner.
I own
The decisions, and whether they worked.
- Technology roadmap, budget, and priorities
- Security program and risk
- Architecture across your core systems
- Choosing and managing your MSP and vendors
- Compliance readiness, like SOC 2 and HIPAA
Your team runs
The day-to-day work.
- Help desk, devices, and accounts
- Building and maintaining applications
- Fixing security issues as they come in
- Approving budget and major decisions
Partners handle
Specialist work I hold them accountable for.
- Overflow and after-hours support
- Managed security monitoring and backup
- Audits and compliance platforms
- The platforms you run on
A typical split. Getting yours right is what the review is for.
How one leads to the other
A sprint is often the way in.
The next piece of work gets earned, not sold. My current healthcare client started with one automated workflow. Because it worked, we expanded into scheduling alerts and financial reporting.
Worth being clear about
What this is not.
Not a strategy deck with no implementation
What's scarce is someone who builds the thing and stays accountable for whether it worked.
Not staff augmentation
If you need more hands on a defined plan, there are cheaper and better ways to get that.
Not an AI project looking for a business case
AI shows up in the work, but it never leads. If removing a step beats adding a model, we remove the step.
Start with one problem.
Bring me the thing that's eating your week. We'll figure out whether it's worth solving and what it would take.