Senior technology
leadership.
At the level you need.
For businesses that need technical direction, delivery oversight or a second opinion without hiring a full-time CTO. Work with a CTO-level adviser on your priorities, architecture, team and suppliers.
Discuss technology leadershipCompare engagement options ↓For leaders with a technology decision.
And teams that need a shared direction.
Founders & business owners
You are building a technology-dependent business without senior technical leadership. Establish product direction, priorities and a practical way to guide delivery.
CEOs & operations leaders
Spending, fragmented systems or a delayed initiative need attention. Understand the options before committing more budget or changing platforms.
Businesses managing suppliers
Several teams deliver separate pieces. Clarify who owns the decisions and dependencies across the whole programme.
Existing technology leaders
A migration, platform replacement or launch needs an additional senior perspective. Bring in focused judgement around a defined decision.
Decisions with a rationale.
Direction people can act on.
Connect business priorities with technical decisions. We can guide your existing engineers and suppliers; advisory does not require a Revni development engagement.
Strategy & investment
Compare extending an existing system, buying a platform and building software against business priorities, cost and constraints.
Typical decision: what should we invest in first?Architecture & cloud
Review system boundaries, integration dependencies, access, resilience and operating costs. Identify what needs validating before commitment.
Typical decision: migrate, modernise or retain?Teams & suppliers
Review proposals against common objectives. Clarify responsibilities, expose dependencies and agree how technical disagreements are resolved.
Typical decision: does this supplier proposal meet our needs?Delivery & communication
Review working evidence against scope. Surface risks and explain technical choices to stakeholders, including changes to assumptions.
Typical decision: are we ready for the next release or investment?Choose the involvement.
Agree the responsibility.
Fractional CTO leadership means recurring involvement. Advisory can address a focused assessment or consequential decision. The remit, outputs and availability define the engagement.
Engineering implementation remains optional and is scoped separately, with clear responsibilities and commercial terms.
Useful between meetings.
Usable by your team.
Agree the deliverables for your engagement. Recommendations record the evidence, rationale and next owner so decisions do not depend on another conversation.
Extend, integrate
or replace?
Reduce duplicate handling without interrupting the operation.
- Validate first
- API capability · migration effort · operating cost
- Decision owner
- Business sponsor, informed by technical review
- Decision brief
- Options, trade-offs, missing evidence and the person approving the direction.
- Prioritised roadmap
- Work sequenced around business objectives, dependencies and available capacity.
- Risk & dependency register
- Open issues, named owners, actions and escalation points.
- Architecture decisions
- The chosen approach, its rationale and the conditions that would trigger a review.
- Delivery review & stakeholder update
- Evidence of progress, decisions required and changes to the plan.
How do we judge progress?
Review the agreed outputs alongside resolved decisions, actionable priorities, clearer ownership and risks being addressed. Track evidence at checkpoints, rather than the number of meetings held.
Leadership with clear authority.
A working relationship you understand.
Agree access and availability
Define the sponsor, decision rights, time commitment, meeting cadence, between-meeting work, response expectations and escalation route at the start.
Work with the team you have
Internal engineers and existing suppliers can continue delivering. Clarify collaboration and accountability without assuming a change of supplier.
Define operational responsibility
Incident response and operational duties are agreed separately. Fractional leadership does not imply round-the-clock coverage.
Plan continuity
Review the remit as priorities change. Transfer the roadmap, decision history and open risks to your internal leadership when the engagement ends.
A clear starting point.
A defined way forward.
Bring the business concern, the people involved and the evidence already available. You do not need a finished technical brief.
- 01
Establish the remit
Agree the decisions, sponsor, access, outputs and time commitment.
- 02
Set first priorities
Identify consequential unknowns, delivery risks and what needs examining first.
- 03
Review evidence
Use decision sessions and technical checkpoints to agree actions and owners.
- 04
Continue or hand over
Assess outputs, adjust involvement or transfer responsibility to your team.
What to bring
- Business context
- Your priorities, pending investment decisions and the outcome you need.
- Current evidence
- Any roadmap, system overview, supplier proposal, delivery report or known concern.
- People involved
- The sponsor, technical contacts, internal owners and relevant suppliers.
What shapes
the engagement and fee?
The scope of responsibility and required involvement shape the proposal. Agree deliverables and availability before starting.
Breadth & complexity
The systems, teams, suppliers and decisions involved, and how much evidence needs to be gathered.
Urgency & involvement
Decision deadlines, review frequency, between-meeting work and required stakeholder participation.
Duration & handover
A focused assessment, oversight through specific checkpoints or an ongoing leadership cadence.
Leadership or engineering delivery?
This service provides the advisory engagement. Your team can execute the plan. When you need software built, explore Business Software, Systems Integration or Digital Product Engineering.