Technology Advisory

Types of advisory

I support leadership teams that need clear, commercially grounded judgement on technology decisions. My advisory work spans board advisory, strategic reviews, operating model design, and transaction support.

Board advisory: helping boards understand technology risk, delivery confidence, and investment priorities in plain business terms.

Strategic reviews: independent assessment of technology direction, architecture, team capability, and execution discipline.

Technology strategy: translating business goals into practical roadmaps, sequencing initiatives, and setting measurable outcomes.

M&A support: advising pre-deal and post-deal on integration feasibility, platform strategy, and realistic value-capture plans.

Across all of this, the objective is the same: better decisions, fewer surprises, and stronger execution.

Who I work with

I work with founders, PE operating partners, and boards in growth-stage or transition-stage businesses where technology outcomes directly affect valuation and operating performance.

Many clients are scaling quickly, integrating acquisitions, preparing for sale, or resetting technology direction after a period of drift.

Advisory vs fractional CTO

Advisory is usually the right fit when you need senior judgement and challenge at key decision points, but you do not need embedded weekly leadership in the team.

Fractional CTO is the better fit when execution needs direct leadership, recurring operational cadence, and day-to-day accountability for delivery and technology performance.

In practice, some relationships start as advisory and move into fractional leadership when pace or complexity increases. Others move the other way once stability is established. I help clients choose the right model based on outcomes, not titles.

Current advisory work and portfolio context

My portfolio includes software and technology-enabled businesses across compliance, operations, and B2B services. Typical assignments include board-level strategy sessions, leadership coaching for technology heads, pre-investment technical reviews, and post-acquisition execution planning.

I bring hands-on experience from leading technology inside PE-backed businesses, including the integration of 22 acquisitions in a PE-backed group. That context helps turn strategic discussion into operational plans that teams can actually deliver.

If you are making consequential decisions on platform direction, team structure, or deal readiness, I provide an independent perspective rooted in execution reality.