You bought a company. Now you need to know the truth about the technology.
The data room told you one story. The platform is telling you another.
The engineering team says everything is fine. The product roadmap looks reasonable. But three months post-close, releases are slipping, the architecture cannot support the growth thesis, and nobody can explain where the technical debt ends and the real risk begins.
I have been on the other side of this. I built and operated the delivery infrastructure that governed a $1.4B technology organization at Amazon. One Principal TPM in a 3,000-person organization. Twenty engineering teams. One hundred engineers. Sixty-six countries. Eleven business domains. The operating model I built governed the delivery of $100M in annual automation savings.
I know what a technology organization looks like when it works. And I know what it looks like when it does not.
Now I do this for PE firms and their portfolio companies.
Technology Due Diligence
Before the deal closes, I assess what you are actually buying. Not just the stack. The operating model underneath it. How roadmaps are created. How decisions get made. Whether the architecture can support the growth the deal thesis requires. I find the risks that do not show up in the data room.
Post-Acquisition Stabilization
Day one after close, someone needs to walk in and take accountability for technology delivery. I build the governance infrastructure the company never had: roadmap frameworks, critical path tracking, launch gates, team-level KPIs, and the end-to-end process from idea to production. The same operating model I built at Amazon, adapted for the size and stage of the portfolio company.
M&A Technology Integration
Two companies. Two technology stacks. An aggressive integration timeline. I function as the technology integration lead who understands both the systems and the organizational dynamics that determine whether the integration succeeds or collapses.
Fractional CTO Engagement
For portfolio companies that need senior technology leadership but are not ready (or do not need) a full-time CTO. I take direct accountability for technology strategy, delivery, architecture decisions, and team development. I build the frameworks that work without me, then I hand them off.
I do not consult. I operate.
Most technology advisors give you a slide deck and leave. I embed inside the portfolio company and take direct delivery accountability. The same way I did at Amazon, where I held delivery accountability for a $70M engineering organization spanning 20 teams, 11 business domains, and 66 countries.
What I leave behind is not advice. It is delivery frameworks, governance infrastructure, and accountability structures that continue operating after I am gone.
- $1.4B technology organization governed at Amazon. The operating model I built is now the delivery blueprint for the entire organization.
- $100M in annual automation savings delivered through that operating model.
- $268M, the largest Healthcare Enterprise Agreement in Microsoft history. I closed it while serving as virtual CTO for the largest for-profit healthcare provider in the United States.
- 5,000% platform growth at Anytime Telehealth, scaled in under 60 days while simultaneously reducing cloud costs by 90%.
- 12B+ annual transactions across the Amazon platform I governed.
- Three times CTO across healthcare, fintech, and government.
- Twenty years across Amazon, Microsoft, and multiple CTO roles building and governing the operating models that let technology organizations scale.
I currently serve as Fractional CTO for a PE-backed healthcare technology company, where I have delivered a full identity governance platform built on .NET 8, Microsoft Entra ID, and Azure, and achieved an 80% reduction in end-to-end EHR integration testing time.
I take on a limited number of engagements at any given time. This is not a volume practice.
You are a PE operating partner or deal team member at a mid-market firm with technology-enabled portfolio companies. You need someone who has operated at scale, understands the urgency of the value creation timeline, and can walk into a portfolio company on day one with a framework, not a learning curve.
If you are evaluating a technology acquisition, stabilizing a portfolio company post-close, or integrating two platforms after a merger, this is what I do.
Every engagement starts with a technology assessment. Typically two to four weeks. I evaluate the architecture, the delivery model, the team structure, the technical debt, and the gap between where the technology is and where the deal thesis needs it to be.
From there, engagements take one of two forms: a defined project (due diligence, integration, stabilization sprint) or an ongoing fractional CTO role. Most PE engagements begin as the first and evolve into the second once the operating partner sees what a real delivery framework does to velocity.
If you want to talk about how technology leadership is handled across your portfolio.
Nashville, TN. Remote engagements available.
Let's Talk