Fractional CTO
Embedded technology leadership
What it is
I take a standing seat on your team and stay in the work, week after week, as the company grows — not full-time, but consistent, and built as a long-term relationship. I take on the questions a CTO carries: where the architecture is heading, whether the engineering team is set up to deliver, what to build versus buy, and how to hold quality steady as you scale. On each one, you get a clear call and the honest tradeoffs behind it.
Who it's for
You've got engineers and real technical decisions in front of you — but no one senior who owns them. Maybe there's no technical co-founder, or there is and they're stretched too thin to lead the engineering org and everything else at once. It's for the teams that are behind on the roadmap, worried things will break as they scale, or making a big technical bet — build vs. buy, a re-architecture, a key hire — without a trusted expert in the room.
From Ideation to Scale
How a fractional CTO helps at each stage
Whether you're validating a first idea, hardening a growing product, or scaling fast, the job is the same: find what's working, fix what's in the way, and get ahead of what breaks next. Here's where that focus goes at each stage.
Pioneer
A POC or MVP, built fast (even by non-technical founders).
Achieve: idea → POC in weeks, not months.
- Set up a stack you can build on from day one — proven tools over shiny ones
- Get to a working POC in weeks — lean process, AI where it earns its place
- Keep the risky bets reversible, so early shortcuts don't harden into walls
Settler
A few users to many, without everything breaking.
Achieve: 10x the users, not 10x the cost.
- Harden the product — performance and technical debt — without stalling features
- Build teams that own outcomes, and hire your first engineering leader
- Catch problems before your customers do, with real monitoring and alerting
Scaleup
Hockey-stick growth on a system that holds.
Achieve: scale the team and the traffic — without scaling the chaos.
- Find the parts of the system that'll buckle at 10x — before they do
- Add just enough process to stop work slipping between teams, without the bureaucracy
- Keep your best engineers challenged, so you don't lose them when scaling needs them
How we work together
The role
An embedded seat on your leadership team — I own technology direction, architecture decisions, delivery health, and stay in the work as the company grows. An experienced CTO, at the fraction of time an early-stage team actually needs.
Cadence & commitment
- Dedicated time each week, scaled to your stage and needs
- Working sessions with you and your engineering leads
- Reachable between sessions for the decisions that can't wait
- Month-to-month — we continue as long as it's creating real leverage
How it unfolds
It starts with real onboarding — deep on the code, the docs, and the people — so we understand how your engineering actually works before anything changes. That's where the highest-leverage moves surface: not just the fires you can already feel, but the risk building underneath — architecture that won't hold, a team structured to break at the next stage. From there we work the most important first, re-cutting as things change — so the deeper problems never sink out of view while the urgent keeps moving. Features keep shipping throughout.
"Ian helped TrueNorth (Series B startup) level-up its engineering power. Within the first months, Ian was able to take this young team from being months behind on the roadmap to a team that consistently delivered work on time."
"Our outsourced team was months behind schedule and continuously delivering buggy code. Ian helped us identify different team structure options, and facilitating a clear plan of action that got us back on track and improved the quality of our deliveries."
"After shipping a new data product, Shareaholic faced rising monthly infrastructure costs. By migrating development languages and re-architecting our data serving systems, Ian helped us achieved an 80% cost reduction and a 5X capacity increase."
Get a read on your engineering org
A short call to talk through where things stand today — and the one or two moves that matter most
Let's talk