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Work with me
- 01
Full-time CIO, CTO, or CAIO
Two role shapes I'm focused on:
Mid-size mature company. Modernizing legacy systems and applying AI to the operation. The strategy lift is matching the modernization plan to where the company is and where it wants to go. Break the big problems into smaller steps so you can learn and adapt as you go. Ship often, so business impact comes early and often. The team lift is shaping the operational footprint to support the strategy. The P&L lift is finding and cutting the waste that legacy systems carry, and freeing the budget for what's next. I've done this work as the operator on the inside: $12M+ a year out of operating costs, delivery cycles from 12-18 months down to weeks, and a 27x first-year return on AI, all in a $2B operation.
Funded, growing product company. Scaling phase, with AI as a first-class concern in the product the customer sees and in the way the company runs behind the scenes. The strategy lift is sequencing the bets so the company stays one move ahead of its growth curve. The team lift is scaling capacity through hires or AI leverage, whichever fits the moment, and protecting the culture that got the company here. The P&L lift is funded growth's own discipline problem: when there's money to spend, spend it where it compounds. I've been on the inside of that arc: 225% ARR growth from Series A to Series C, with the R&D that became the company's core product and its patent.
- 02
Fractional CTO / CIO / CAIO
Fractional CIO, CTO, or CAIO work fits companies that need senior technology leadership without the full-time commitment.
The common shapes: the strategy isn't landing and someone needs to figure out why. The right leader is out there but the search is taking longer than the business can wait. A project is stuck and the next move isn't obvious. The CEO wants an honest outside read on what's actually working.
Same kinds of companies as the full-time roles above. Different engagement model: months at a time, specific deliverables, clear exit.
- 03
Advisor
Advisor work helps existing CIOs and CEOs triangulate.
The team has a view. Consultants have a view. A neutral outside expert who has actually been in the seat brings a third. Triangulation works when the third voice is informed but unbiased; that's the slot I fill.
I've done this before. Genuinely rewarding work.
- 04
Board seat
I bring to a board the operator's perspective on technology and AI from someone who has lived with the calls in real time. I've sat in the chair where the modernization budget gets defended. I've sat in the chair where the engineering org gets scaled through a funding round. The agentic systems work in front of me right now is hands-on.
When the board needs to evaluate an AI strategy proposal from a CEO or CTO, or pressure-test a technology spend the CFO is uneasy signing off on, the read I give comes from inside that kind of work.
Most likely fit: private companies in growth mode where technology and AI are load-bearing in the strategy. Smaller engagement; longer time horizon.