Get Strategic Technical Leadership from Experienced CTOs

Sets technical direction and owns the decisions that are expensive to reverse: architecture, build versus buy, hiring plan, security posture and technical risk. Fractional in time, not in responsibility.

Enough to hold the decisions, which is usually a regular weekly presence plus availability when something needs a call. We size it against what is actually happening rather than selling a fixed block of hours.

When you need senior judgement now and the role is not yet a full-time job, when you are between CTOs, or when you need someone to establish the technical function well enough for a permanent hire to inherit it.

Yes - defining the roles, setting the levels, running the technical assessment and making the call. Hiring the first few engineers is one of the higher-stakes technical decisions a company makes.

Yes, and that is usually the starting point. A technical assessment with a written finding gives everyone the same picture, including the parts that are working.

Yes. Technical due diligence, board updates and investor questions are part of the role, and answering them properly is easier when the same person owns the decisions behind them.

We hand over and step back. A good engagement is designed to end, and leaving behind documented decisions and a functioning technical organisation is the deliverable.

Where it helps - a proof of concept, a hard problem, a review. But the value is in the decisions, and a virtual CTO who becomes the main contributor has stopped doing the job.