You bought a company. Now you need to know the truth about the technology.
For operating partners and deal teams at mid-market firms with technology-enabled portfolio companies.
The data room told you one story. The platform is telling you another.
Three months after close, releases are slipping, the architecture can't support the growth thesis, and nobody can tell you where the technical debt ends and the real risk begins. The engineering team says everything is fine. The status reports agree with them.
I ran delivery for a $1.4B technology organization at Amazon: 20 engineering teams, 11 business domains, 66 countries. I know what a delivery organization looks like when it works, and within the first few weeks I can usually tell you why yours doesn't.
Before close, after close, and in between.
Technology Due Diligence
What you are actually buying: the platform, the team, how decisions get made, and whether the architecture can carry the growth the deal thesis assumes.
Post-Close Stabilization
I take accountability for delivery from day one and install what the company never had: clear owners, a roadmap tied to the value creation plan, launch criteria, and a weekly review built on data.
M&A Technology Integration
Two companies, two stacks, and a timeline with no slack. I run the technology integration and manage the organizational side that decides whether it works.
Fractional CTO, CIO or COO
Senior leadership for portfolio companies that need it now but not full time. I hold the seat, build the team, and hand it to a permanent hire.
I work inside the company, with the team.
Most technology advisors deliver a report and leave. I embed in the portfolio company and take accountability for delivery.
That is how I ran a $70M engineering organization at Amazon, and it is what I do for portfolio companies now. What stays behind is a team that runs on mechanisms instead of heroics, and an operating partner who gets a straight answer when they ask whether the plan is on track.
- $1.4B
Technology organization governed at Amazon. The operating model I built became the delivery standard across Amazon HR tech.
- $100M
In annual automation savings delivered through that operating model.
- $268M
The largest Healthcare Enterprise Agreement in Microsoft history, closed while I was client CTO for the largest for-profit healthcare provider in the United States.
- 5,000%
Platform growth at Anytime Telehealth in under 60 days, while cutting cloud costs by 90%.
- 12B+
Annual transactions across the Amazon platform I governed.
- 3×
CTO across healthcare, fintech and government.
- 01
Assessment
Two to four weeks. Architecture, delivery, team, technical debt, and the gap between where the technology is and where the deal thesis needs it to be.
- 02
Project or seat
From there, either a defined project (diligence, integration, a stabilization sprint) or an ongoing fractional role. Most PE engagements start as the first and become the second.
If you want a straight answer on the technology across your portfolio, let's talk.
Nashville, TN. Remote engagements available.