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A company outgrows the point where technology decisions can be made in passing long before a full-time CTO is easy to justify. A fractional CTO closes that gap: architecture, vendor selection and technical

Companies bring in IT consulting in two situations: when the stack has grown to the point where nobody can say what the company is actually paying for, and when a major purchase has to be decided without

In most companies information security amounts to an antivirus and the Wi-Fi password shared in a group chat, and the first real incident reveals there are no logs, no owner and no plan.

Strategic planning usually breaks not at the idea stage but at the handover to execution: the goals are written down, yet nobody knows whose quarter this is or which number settles the argument.

Business automation does not pay off everywhere: a process that changes every month costs more to automate than to leave manual. So I start with a measurement (where the time goes and what one error costs)

Data analytics usually stalls not on tooling but on the fact that three departments count the same revenue three different ways. So before dashboards I get the definitions and the sources onto common ground

Risk management is easy to confuse with the spreadsheet somebody fills in once a year, shortly before the auditor arrives. I am called in when a working version is needed: a short list of the threats that

Financial management breaks in predictable places as a technology company scales: revenue recognised in one country, costs booked in another, and a regulator in a third asking why the two do not reconcile.

Work on investor readiness usually starts a month before the round, when it should have started six months earlier. The investor sends a list of questions and it turns out that part of the code was written