Interim and fractional CIO, CISO and VP Engineering — a three-time CIO who leads the business outcome and commands the technology underneath it. Senior leadership through transition, search or scale, on your terms.
A departure, a search that is running long, a company scaling past the leader it has.
The plan exists; nobody senior is accountable for the technology side of it.
Acquisition, merger or divestiture, and the technology diligence, integration or separation needs someone who has done it before.
No owner, no dates, no funding line.
Target one area, or the whole transformation. The assessment is a deliverable, not a sales call.
Enough to make decisions with.
Transformational leaders teach and are comfortable with change in every dimension. Operational leaders run a closed loop of continuous improvement. Two different roles, two different people, and putting the wrong one in the seat is expensive. Knowing which one the company needs is most of the hiring decision.
Every engagement is structured around full delivery, not just recommendations. We stay in the seat until your organization can operate independently and confidently.
Assessment, strategy, roadmap and governance. For a client who can execute internally.
Hands-on program leadership inside your teams, owning outcomes while building internal capability.
Fractional CIO, CISO or VP Engineering through transition, acquisition or rapid scaling.
Executive and board partnership. Continuity through the search. Coaching for growth. Handover to the permanent hire. A seat holder who reads the tech stack well enough to turn it into deliverables your business partners actually want.
For a duration, with a scope. Concrete and purchasable.
Run IT as a business — the financial and project discipline is its P&L.
Structure, span and layers, enablement, the transformer-or-operator call.
Board, audit committee and investor engagement from someone who has answered to them.
Diligence and playbooks, cost and difficulty, the benefits case, the people picture, stranded cost.
Budget transparency, showback and chargeback, program structure with owners and dates.
Before the reorganization, the hire, or the strategy deck — the honest read. Thirty days will tell you.
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