I work with established companies that have outgrown spreadsheets, disconnected software, fragile approvals, or knowledge that lives in one person’s head.
1.
Part-time CTO for your leadership team
When it fits
You need senior technology judgement at the table, but not a full-time CTO.
Typical signs
Technology choices are made project by project, nobody owns the whole picture, and it is hard to tell which systems the business could do without.
What I do
I sit with your leadership team, start from how the business really runs, and help you choose technology on evidence, not hype.
What changes
Technology decisions you can explain, a plan your team can follow, and technology that fits the operation rather than the other way around.
The company runs on paper, spreadsheets or old software, and the numbers do not agree.
Typical signs
People re-type the same data into two systems. Finance won’t leave the accounting package. Stock, prices or orders live in different places.
What I do
I move the work into one system of record the whole company can see, connect what you can’t replace, such as the accounting package, the tax authority and the marketplaces, and migrate without pausing the business.
Your processes are written down, but nothing enforces them.
Typical signs
Approvals depend on knowing whom to ask, and work waits when one person is away.
What I do
I turn the way you have already decided to work into roles, rules and approval flows the system enforces. Where AI helps, I keep it inside human approval wherever the risk matters.
What changes
Approvals happen by design, not by memory, and AI proposes while a person decides.