An executive who has run it at scale, without the full-time hire.
I step in as CTO, CIO or COO on a part-time or interim basis, fix how the organization delivers, and leave behind mechanisms that keep working after I'm gone.
Four ways I work with a leadership team.
- 01
Diagnostic
Two to four weeks. I trace how work moves from idea to production, sit in the meetings, read the data, and give leadership a written read on what is working, what is not, and what to fix first.
- 02
Interim executive
When the seat is empty or the current leader needs cover, I take the role directly: running the team, owning the roadmap, and answering to the CEO and board.
- 03
Delivery stabilization
Releases slip, estimates mean nothing, and status meetings don't produce decisions. I put the mechanisms in place that fix it: an intake process every piece of work has to pass, a waterline that shows what gets pushed and what it costs when priorities move, single owners, an assumption burn-down, and a weekly review built on real data.
- 04
Board and sponsor advisory
An independent read for the CEO, board or PE sponsor on whether the technology organization can deliver the plan, and what it will take if it can't.
The situations I get called into.
- Companies that have outgrown their first technical leadership. The product works and the business is growing, but the technology organization was built for a company half the size.
- PE portfolio companies after close. The diligence is done, and now someone has to find the risks that never showed up in the data room.
- M&A integrations. Two stacks, two sets of assumptions, and a timeline with no slack.
- Stalled transformations. A modernization or migration that has consumed a year of budget and still can't show a date.
Every engagement is designed to make me unnecessary.
When I leave, the company has clear owners, decisions made on data, and a cadence leadership trusts.
At Amazon, the delivery model I built became the standard across Amazon HR tech. I also bring The Control Tower, a program and launch-readiness platform I built, which gives leadership one live view of milestones, risks, dependencies and go/no-go criteria from the first week.
You don't need more project managers. You need to know what is true.
I take a limited number of engagements at a time.
Current engagement: Fractional CTO for a PE-backed healthcare technology company. If the answer to "are we going to hit it?" in your company is "I hope so," let's talk.