CTO Advisory - Fix Your Tech Problems Now
Strategic Solutions at Startup Speed.
Consulting and CTO Advisory is part of my coaching model and fits into the larger picture of mentoring, coaching and branding - but also works alone as an advisory service.
You have a problem. Right now. Maybe it’s an architecture decision that could sink you. Maybe you’re about to hire a CTO and don’t know what to look for. Maybe your dev team is underperforming and you can’t figure out why. Maybe investors are asking technical questions you can’t answer. You need someone who’s been there to help you figure it out.
CTO Advisory
Personal Story
I have helped many CTOs and CEOs over the last decades to make the right decisions.
Past CEOs thanked me for helping them with decisions around tech and how I could
bridge the gap between tech and business - and make tech accessible to non-tech stakeholders.When You Need Advisory
Advisory Topics
- For CTOs: Architecture decisions, due diligence prep, team performance
- For CEOs: Hiring a CTO, evaluating tech candidates
- For CEOs: Is my dev agency telling the truth?
- For Founders: Tech investment decisions, build vs buy
- ... and whatever is blocking you right now
Why me
What CTO Advisory Looks Like
This isn’t consulting where I write a report and disappear. I look at your situation, tell you what I see, and help you fix it. Sometimes that’s a single 2-hour deep dive. Sometimes it’s a few sessions spread over weeks. The engagement ends when the problem is solved.
Common advisory scenarios:
You’re about to make a big technical decision. Rewrite vs refactor. Monolith vs microservices. Build vs buy. Cloud migration. You need someone who’s made these decisions before - and lived with the consequences - to pressure-test your thinking.
You’re preparing for due diligence. Series A, Series B, acquisition - someone’s going to look under the hood. What will they find? I’ve been on both sides of technical due diligence. I know what kills deals and what doesn’t matter.
Your development team is underperforming. Shipping is slow. Quality is poor. Developers seem busy but nothing gets done. You’re not sure if it’s a people problem, a process problem, or a technical problem. I can usually tell you in one session what’s going on.
You’re hiring a CTO or senior tech leader. How do you evaluate someone for a role you’ve never done yourself? What questions should you ask? What red flags should you watch for? What does “good” even look like?
Investors are asking technical questions you can’t answer. Board meetings. Due diligence calls. Technical deep dives. You need someone in your corner who can translate between tech and business.
You’re evaluating an agency or vendor. Are they telling you the truth? Is this estimate reasonable? Is this architecture sound? I’ve managed vendors and I’ve been a vendor. I know the games.
For CEOs and Founders
You’re not technical - and you shouldn’t have to be. But you’re making decisions about technology every day. Hiring decisions. Investment decisions. Strategic bets on platforms and vendors.
The problem: You can’t evaluate what you can’t understand. Your CTO says the rewrite will take 6 months. Is that reasonable? Your dev agency wants another EUR 50k. Are they padding? Your technical co-founder left and you need to hire a replacement. What does “good” even look like?
What I do for CEOs: I translate. I sit in the meetings, ask the questions you don’t know to ask, and tell you in plain language what’s actually going on. I’ve been the CTO in the room - I know what’s real and what’s smoke. I help you make informed decisions without needing to become technical yourself.
Past CEOs I’ve worked with said the same thing: finally, someone who can bridge the gap between tech and business. Someone who doesn’t make them feel stupid for not understanding, but also doesn’t let them get taken advantage of.
Schedule a Welcome Call
Book your free 30-minute discovery call below. Let's talk honestly about your challenges and whether coaching is the right next step for you.
Current availability: Booking 2-3 weeks out for new coaching engagements
Advisory vs Coaching vs Mentoring
Advisory (Consulting): Fix the problem in front of you. Specific, focused, short-term. You have a decision to make or a problem to solve. We solve it and move on.
Mentoring: Transfer knowledge over time. Build your capabilities for the long term. Learn things you don’t know you need to know yet.
Coaching: Change your behavior. Work on patterns that are holding you back. Develop new skills and ways of working.
Most CTOs I work with need all three at different times. Many start with advisory - there’s something urgent - and then move into ongoing mentoring and coaching. Some just need a few advisory calls a year when big decisions come up.
Not sure which you need? Book a call. In 30 minutes I can usually tell you whether your problem is advisory, coaching, or something else entirely.
The Most Expensive Decisions Are the Ones You Make Alone
You’re about to make a call that could cost you months of runway, your best engineers, or a deal that matters. You’ve been turning it over in your head. Maybe you’ve asked people who don’t really understand the technical side. Or technical people who don’t understand the business side.
What you need is someone who’s been in your chair. Who’s made this decision before - sometimes right, sometimes wrong - and learned from both. Thirty minutes with the right person can save you six months of pain.
Let's Talk About What's Blocking You
I’ve advised 80+ CTOs and their CEOs on exactly these decisions. If you want a second opinion from someone who’s been there - let’s talk.
TL;DR: You have a tech problem that needs solving now - not a 6-month coaching engagement. Architecture decisions, due diligence prep, hiring a CTO, evaluating vendors, underperforming teams. I've seen these problems hundreds of times across 80+ CTOs and can usually tell you what's going on in one conversation. For CEOs: I translate tech into business language and help you make informed decisions without needing to become technical yourself.