Anthony RicciardoFractional CTO

Services

Hand over the technology and get the growth it was supposed to buy.

Three engagements, distinguished by how much of the problem you want to hand over. Each one is described by who it’s for first — you should be able to tell which is yours in about ten seconds. All three end the same way: options with the trade-offs shown, a recommendation, and one person accountable for the result.

One is fixed scope and fixed price, one is a monthly retainer, one is the lightest touch. Which number goes with which depends on how much of the problem you’re handing over, and you’ll have it on the first call rather than after a discovery process.

01

Fixed scope, fixed price

Technology Operating Review

For founders who want a straight answer before committing to anything.

Two weeks of asynchronous digging followed by a half-day working session with you and whoever else needs to be in the room. You come out with the inventory, the sequence and the costs — the first two phases of The Order of Operations, delivered as a standalone piece of work.

  • Full map of systems, spend and ownership, with a dollar figure on each
  • Everything sorted into derisk, unclog and scale
  • Three costed ways to sequence it, and the one I would run
  • What it costs you to do nothing for four more quarters
  • Yours to keep and execute with or without me
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02

Monthly retainer

Fractional CTO

For companies where technology is now on the critical path to the next revenue milestone.

The engaged role. I own the technology roadmap and the business outcomes attached to it, work with your team on a normal weekly cadence, hire and manage the people and vendors who execute it, and report to you and your board each quarter in numbers they already use.

  • Accountable for business outcomes, not for delivering a scope
  • Roadmap owned, maintained and defended in front of whoever disagrees
  • Your team evaluated, developed and, where needed, hired
  • Quarterly reporting in revenue, cost and risk — not features shipped
  • Sprinklers, not firefighters: the goal is systems that stop needing me
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03

Lightest touch

Technology Advisor

For companies with a team that is shipping, but nobody senior setting direction.

Every other week with you, your technical lead, or both. Enough to keep the roadmap honest, pressure-test the decisions that are expensive to reverse, and give the person running your team someone to think out loud with. You are paying for a strong opinion, so you get one.

  • Biweekly working sessions
  • Expensive-to-reverse decisions reviewed before they're made, with options
  • A second opinion on hires before you make them
  • Somebody who will tell you the plan is wrong while it is still cheap
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However we start

The Order of Operations

Nothing gets built until we know what's actually broken and what it's costing you.

  1. 01

    Inventory

    Weeks 1 – 2

    Every system, contract, integration and line of technology spend, mapped in one place, with a dollar figure against each one. Who owns what. What breaks, how often, and who is the only person who can fix it. Most founders have never seen this on a single page, and the number at the bottom is usually larger than the one in the budget.

    You get One page, one number, and where it is going

  2. 02

    Sequence

    Weeks 3 – 4

    Every item sorted into derisk, unclog or scale, then ordered by what it does to revenue and risk — not by who asked loudest or which vendor called last. You get options rather than one path: the fast version, the cheap version, and the one I would actually run, each with what it costs and what it returns. Including the cost of doing nothing, which is the number most roadmaps leave out.

    You get Three costed options and a recommendation, not a plan to accept

  3. 03

    Execute

    Ongoing

    I own delivery. That means the roadmap, the vendors, the hiring, the standards your team works to, and the quarterly report that tells you what moved in the business — not what shipped. When something slips you hear it from me first, early, with the situation stated plainly, the options, and my recommendation. Bad news does not get softened or held until there is better news to pair it with.

    You get Quarterly numbers you can hand to a board, and one name on them

How to know

You probably need this if any two are true.

  • You're running the technology team instead of running the company.
  • You can't say what your technology spend bought you last year.
  • Nobody can tell you what to build next without asking you first.
  • You're about to make an expensive, hard-to-reverse decision — a rebuild, a platform migration, a first senior technical hire.
  • Due diligence, a raise or an acquisition is coming and your systems won't survive the questions.

If none of them are true, you likely don’t need a fractional CTO yet — and I’ll tell you that on the call rather than sell you something.

Start with fifteen minutes.

No pitch and no deck. I’ll ask what your technology is supposed to be doing for the business, where it isn’t, and what it’s costing you. If one of these three is the right fit, you’ll know by the end of the call.

Book a 15-minute callWho you’d be working with