Mid-market SaaS companies bring me in when releases have slowed and nobody can say exactly why. I trace how work moves from ticket to production, fix the friction, and tell the board what the tech debt is actually costing.
A release that took a day last year now takes a week, and nobody can point to the change that did it.
Your engineers keep saying "tech debt." Leadership hears an excuse and moves on to the roadmap.
A real enterprise prospect asks for SOC 2, and the deal stalls while you scramble to figure out where you even stand.
Every deploy runs through the one person who actually understands the pipeline. When they're out, shipping stops.
PRs sit open for days. The work is done. It just isn't moving, and no one owns the reason it isn't.
Someone told you to "use AI." Nobody in the building can say what for, or what it would actually change.
Most teams begin with the two-week audit. It stands on its own, and it credits toward the retainer if you keep going. All three are fixed scope with real deliverables.
The front door. I trace how work actually moves through your org, ticket to branch to review to production, and find where it stalls.
The ongoing work. I join your leadership team and own the systems side, so shipping gets predictable and stays that way. Ideal for Series A/B.
For when you know the target. Pull revenue logic out of a monolith you're afraid to touch, or stand up AI where it earns its place instead of decorating a deck.
Thirty minutes. No deck, no pitch. You tell me what's slowing down and where it hurts, I tell you whether the two-week audit is the right starting point or whether you need something else. If I'm not the right person, I'll say so.
A map of how work moves through your engineering org and where it stalls, the three to five friction points costing you the most velocity, what each one costs, and what it takes to fix. Plus any SOC 2 readiness gaps I hit along the way. It's written so your team can act on it whether or not we keep working together.
Both. I stay close to the code on purpose. That's what makes the diagnosis accurate and keeps me credible with the engineers who have to live with the changes. I'm equally comfortable in a pull request and in front of the board.
A fractional CTO usually owns strategy and people. An agency ships a project and leaves. I sit at the system level: how work flows, where debt is bleeding velocity, and how to translate that to the people funding it. If the operations underneath are broken, strategy and headcount just leak through the cracks.
Remote-first, and the audit is built to run that way. I'm in Kentucky and travel for the engagements that genuinely need it, but most of this work happens in your repos, your pipeline, and a shared call.
A 30-minute working call. Nothing to download, no deck. I'll either be the right person for it, or I'll tell you who is.
Or write me directly at [email protected]