Executive leadership without the full-time hire.
I step in as your fractional CEO, CRO, or CTO to lead through critical stretches. Hands-on. Accountable. In the trenches until it's done.
You need leadership, not another advisor.
You're at a turning point. Maybe you're scaling and things are breaking. Maybe you're preparing for an exit. Maybe your CTO left and you need someone who can hold the technical side together while you figure out the permanent hire.
You don't need a consultant who shows up once a month with a slide deck. You need someone who can actually run things.
I take the seat.
I'm not advisory. I'm operational. I own outcomes, lead teams, and make decisions. The scope depends on what you need:
Fractional CEO
Company leadership during transitions, turnarounds, or founder transitions. I've run a company for 10 years. I know what the seat requires.
Fractional CRO
Sales and revenue leadership. Pipeline, pricing, process, team. I've personally led enterprise sales cycles worth millions and closed 7-figure deals.
Fractional CTO
Technical leadership, team management, architecture decisions, build vs. buy. PhD in Computer Science from Princeton. I go deep.
Embedded, not distant.
I typically work 2-4 days per week, depending on what the situation requires. I join your leadership meetings, work directly with your team, and stay engaged until the job is done.
Engagements usually run 3-6 months. Some are shorter. Some extend as the scope evolves. We figure out the right structure together.
This isn't a retainer where you get an hour of my time when you need it. I'm in it with you.
Companies doing $5M-$55M in revenue.
I work with mid-market companies and PE portfolio companies who need experienced leadership but aren't ready for (or can't find) a full-time executive hire.
Common situations:
- Founder stepping back and needs a CEO to run operations
- Preparing for exit and need to professionalize the business
- Sales stalled and need someone to rebuild pipeline and process
- CTO departed and need technical leadership to bridge the gap
- PE-backed company needs operational improvement fast
If you're a PE firm looking at this for multiple portfolio companies, let's talk about a portfolio-wide approach.
For PE FirmsI've been the operator, not just the advisor.
I built a company from scratch and ran it for 10 years as CEO. Engineering, sales, marketing, operations. I built every function, hired the teams, and closed the deals.
I've led enterprise sales cycles worth millions. Not managed them from a distance. Run them personally. Pipeline, pricing, procurement, negotiation.
When I evaluate technology, I go deep: architecture, technical debt, AI/ML capabilities, team quality. I see what generalist advisors miss.
8-figure exit to a public company. I know what it takes to build something worth buying.
Let's talk about what you need.
Tell me about your situation. If I can help, I'll tell you how. If I can't, I'll tell you that too.