/WORK-WITH-ME · FRACTIONAL CTO · $2M TO $50M COMPANIES
I take the CTO seat for as long as you need it: set the roadmap, run the team, or transform the company. Then I hand it back to an organization that does not need me.
A 30-minute call tells us what stage your technology challenges are at and whether we are a fit. No deck, no pitch.
The problemThe MVP got you to market. Now velocity is slowing, investors are asking hard roadmap questions, and every feature takes twice as long as it should.
What I doArchitecture review, technical debt assessment, and system design that supports growth without breaking the budget.
The problemTech-first competitors are taking share. Legacy systems work but do not talk to each other, and nobody knows where transformation starts.
What I doTechnology audit, modern system integration, and a transformation roadmap with measurable return.
The problemThe CTO left during the deal. Systems need integrating across companies, and diligence surfaced technical debt that has to be dealt with before exit.
What I doTechnology due diligence, system consolidation, and value creation through technology.
A funded company acquiring major players in its industry, and the culture, product, and operations log-jammed. Rebuilt the technology organization so the pieces worked together, faster than anyone expected.
One engineer to thirty, five new products shipped, all inside twelve months. The lean agile setup behind it, the Agile Donut, carried the team past 100 engineers worldwide and drew companies from around the world to study it.
A multi-billion-dollar hardware company going all-in on software, with waterfall in its bones. The rollout worked well enough to become a roadshow that taught the rest of the organization.
A company that stopped selling for a year because onboarding was too buggy to add one more customer. Engineering process, architecture guidelines, and hiring cut onboarding from eight months to one week and saved hundreds of thousands in operating cost.
“Under Josh's leadership, we successfully transitioned to a holistic product management approach, where Product Managers and Group Product Managers were fully responsible for the financial, technical, and customer-related outcomes of their respective product lines. This shift was critical in unlocking our potential for growth through scale as we rapidly brought seven new products to market.”
“Josh is great at sharing his knowledge with everyone. I love listening to the podcasts he does with Bob Galen because I find them very realistic, educational, and honest. It really helps me think of action plans for my own setup in our scrum team. I hope he never stops his podcasts!”
Thirty minutes. We figure out what stage you are at and whether I am the right person. If I am not, I will tell you who is.