I’ve been building software since 1997. In that time, I’ve co-founded and run Webapper, shipped a SaaS product (CloudSee Drive), built and managed offshore development teams, taught technology at the college level, and maintained an open-source platform with users across 33 countries.

Along the way, I completed a BA and MA in Psychology at the University of Chicago. People think that’s an odd background for a CTO. I think it’s the most useful tool I have. Most technology problems aren’t really technology problems. They’re communication problems, incentive problems, and organizational problems wearing a technical disguise. I’m trained to see both layers.

I specialize in SaaS on AWS. I work with founders and leadership teams, not dev teams in isolation, because the decisions that matter most happen at the intersection of technology and business strategy. I’m direct, I don’t sugarcoat findings, and I’m especially good at engagements that involve cleaning something up.

If you’ve had a fractional CTO before who felt more like a consultant than a partner, this works differently.

Before we do anything else, we assess. Every Fractional CTO engagement begins with a structured diagnostic across three dimensions. When we understand the full picture (not just the technology), we’re in a position to give you recommendations that will hold up.

Technology is built by humans. When something is slow, expensive, or broken, the root cause is usually here.

Good teams ship slowly when the workflow is broken. We find where the friction is and fix it at the source.

The code and infrastructure are usually the last place we look because they’re rarely the real problem. But when they are, we don’t miss it.