Offers
Technical leadership on time, without a full-time hire
Technical leadership on demand: make decisions, steer delivery, build the team — with clear accountability.
“We are missing someone who makes technical decisions and owns them.”
- Duration
- 1–3 days per week, from 3 months
- Who it is for
- Companies without in-house technical leadership or in a transition phase
- Price frame
- from €6,000 per month, 2–4 days a month
Typical symptoms
- Technical decisions stall, or are made implicitly by the loudest team.
- Management cannot judge effort and risk and has to rely on trust.
- Vendors deliver, but nobody steers the overall picture.
- The team grows while standards, reviews and onboarding are missing.
- A CTO role is open, but hiring takes months.
Outcome
- Architecture and technology decisions, documented and justified
- Delivery steering with roadmap, priorities and quality standards
- Building internal roles and handing over leadership
- Sparring for management and business units
How we work
01
Assessment (2 weeks)
We talk to the team, management and vendors, review architecture, delivery and operations, and name the three most important issues.
02
Decide and document
Open technical decisions get made and captured as ADRs — understandable for non-technical stakeholders too.
03
Steer delivery
Roadmap, priorities, quality standards and vendor collaboration are brought into a calm rhythm.
04
Prepare handover
Internal roles are built, knowledge documented and leadership handed to a permanent person. The mandate ends on plan, not by fading out.
Frequently asked
- How is this different from consulting?
- Accountability. We decide with you, carry the consequences and work inside the team — instead of handing over a recommendation and leaving.
- How much time makes sense?
- One to three days a week. Less is not enough for real leadership, more replaces the internal role we are trying to build.
- How long does a mandate run?
- From three months, typically six to twelve — always with the goal of making ourselves redundant.
- Can you support hiring a permanent CTO?
- Yes. We sharpen the profile and requirements, run technical interviews and hand over to the new person in a structured way.
- How do you scope initiatives?
- Scope-to-time over perfection: we cut complexity until something workable stands inside a fixed window. Foundational work without a fixed point drifts — so we tie it to a business initiative someone inside the company actually wants.
- What do you expect from us as a client?
- A business-and-tech tandem per initiative. If nobody from the business carries the decisions with us, we say so early — what is missing then is the basis, not the capacity.
- Do you separate project and operations?
- No. Whoever builds should also run it. Splitting project and operations costs quality because bad decisions land somewhere else. Build and run belong in the same accountability — before and after handover.
Often combined with
Background in the article Fractional CTO: when external technical leadership makes sense.
30 minutes, no slide deck. Afterwards you know whether and how we start.