Direction
Roadmap framing, product priorities, critical user paths, evidence standards, sequencing, and the decision about what not to build.
03 · Fractional CTO · Los Angeles
Senior product and platform leadership without splitting strategy from delivery.
For founders and lean teams that have builders, vendors, or an active roadmap—but need one accountable operator connecting decisions across the whole system.
When it makes sense · 01
The seams need an owner.
Fractional CTO support is most useful when the business has active builders and real product decisions, but no single operator owns their combined consequence.
- Product and engineering decisions repeatedly fall between founders, developers, and vendors.
- Builders need clearer product priorities, technical direction, acceptance criteria, or release authority.
- Reliability, security, recovery, or operating-cost work lacks product and business context.
- Leadership needs senior technical judgment without separating advice from accountable delivery.
What I own with you · 02
The decisions that shape the whole operating product.
The exact decision rights are agreed before the engagement. The value comes from keeping context and accountability intact across the layers.
Platform
Architecture, data and integration boundaries, infrastructure, delivery oversight, focused hands-on implementation, and technical handoff.
Operations
Reliability, security, recovery, observability, vendor evaluation, operating cost, and the evidence required before making claims.
Working cadence · 03
A working role, not an advisory layer.
Priorities, authority, assumptions, and evidence stay explicit. Decisions are carried through the system instead of ending in a slide deck.
- 01
Orient
Establish the product state, team, roadmap, constraints, decision rights, and the operating evidence currently available.
- 02
Operate
Frame priorities, direct technical decisions, remove consequential blockers, and keep delivery connected to the business outcome.
- 03
Verify
Review what changed, what the evidence says, what remains exposed, and which decision the team should make next.
Relevant proof · 04
This is the work I already do as a CTO.
At Micr, I lead product direction, UX, architecture, and infrastructure across an active product with interconnected release, trust, recovery, reliability, and cost concerns. The case study makes the scope of that responsibility visible.
Read the Micr case study