Three ways to engage — calibrated to your stage.

• Leadership teams preparing for a funding round or a major commercial milestone
• Founders and CEOs who need an objective view of technology risk before committing to the next stage of investment
• Boards and investors seeking independent assurance on a portfolio company's technology posture

Technology decisions are being made without a clear, evidence-based understanding of where the risks and constraints actually sit. A rigorous, time-boxed assessment de-risks the next 12–24 months of commercial planning.

• Full assessment of platform, architecture, team and delivery against commercial objectives
• Prioritised technology risk register with clear commercial impact
• Strategic roadmap and investment plan aligned to the next stage of growth
• Executive readout and board-grade written report

• Venture-backed companies between $10M and $100M+ ARR without a senior technology leader in place
• Founders whose technical co-founder needs to step back to focus on product or the next raise
• Companies bridging the gap between a departing CTO and the next permanent hire

The engineering function needs experienced executive leadership now — to execute the strategic roadmap, lead the team, and represent technology to the board and investors — without the cost or timeline of a full-time hire.

• Executive leadership of the engineering organisation, accountable to the CEO and board
• Direct management of senior engineering leads and involvement in critical hires
• Quarterly commercial-technology objectives with transparent reporting
• Succession plan and structured handover to a permanent CTO when the time is right

• Companies facing a critical re-platform, migration or architecture decision
• Founders preparing for a fundraise who need a credible pre-raise technology assessment
• Leadership teams recovering from a major incident or reliability event

A specific, high-cost technology problem sits between the business and its next stage of growth — and needs senior, opinionated leadership to diagnose it, scope the fix and de-risk execution.

• Diagnostic and written assessment grounded in commercial impact
• Prioritised plan with effort, risk and dependencies made explicit
• Hands-on involvement through the critical path of execution
• Clean handover and operating playbook for the team to run with afterwards