Your product shouldn’t be a black box
Fractional CTO for founders navigating growth, delivery problems, and technical complexity
I’m a fractional CTO for founders running $1M to $25M companies with 5 to 40 person teams.
Three ways in: rescuing a software build that went sideways, fixing an offshore or agency team that ships activity instead of outcomes, or sitting above a strong technical lead as the CTO you need but can’t justify full time.
THE SYMPTOMS
Your dev team or vendor isn’t pushing back, guiding decisions, or helping you prioritize. “Yes” feels good in meetings, but it hides tradeoffs, risks, and sequencing problems. Without someone translating business goals into technical decisions, everything becomes “possible” and nothing becomes predictable.
You’re seeing activity instead of outcomes. Demos look promising. Tickets are moving, but the product isn’t getting closer to something releasable or reliable. This is false progress, motion without alignment, usually caused by unclear priorities and no shared definition of what “done” actually means.
Quality, risk, and decision ownership are flowing upward to you by default. You’ve become the safety net: catching bugs, reviewing work, and asking the hard questions, because no one else has clear authority or accountability. That might keep things afloat short-term, but it doesn’t scale.
You’re being asked to trust decisions you can’t evaluate. Tech stack choices, architectural decisions, timelines - all of it feels opaque. Without the technical experience or a clear framework for judging progress or quality, you’re left guessing whether problems are normal, fixable, or expensive time bombs.
BROKEN CODE IS FIXABLE. BROKEN SYSTEMS ARE TERMINAL
You cannot solve leadership problems with more tools, AI, or more developers.
Leadership debt compounds silently. Every week without clear technical direction or foundations is money spent building the wrong thing the wrong way.
A technical organization must be solid not only technically, but also culturally and operationally. The areas most technicians ignore.
That's where I come in.
meeting you where you are
The Sounding Board
ADVISORY
"I don't need someone in the weeds — I need someone who already gets it, on the other end of a text before I sign anything."
A flat monthly fee for direct access to CTO-level judgment — hiring calls, vendor decisions, board prep, the questions that come up between bigger projects. Two scheduled calls a month plus async access, always responsive, never metered by the hour.
The Partnership
embedded
"I'm exhausted from 'jumping in' to manage Jira tickets and dev leads. I need this team to function without me being the primary bridge."
I operate as your CTO — hands-on, full-time in function if not in hours — building your engineering team and process from the ground up. Flat monthly access, not billed hourly, with capacity stated once up front so there are never surprises.
The Sprint
PROJECT
"We're spending $20k a month, and I honestly can't tell if the team is building a solid foundation or just painting over rust."
A fixed-fee, fixed-scope engagement for a specific need: know where you actually stand, hire your first engineer the right way, or get real process behind a team that's outgrown ad hoc coordination. Always ends in something tangible — never just advice.
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the evidence
His discovery work before we started set clear boundaries around the scope and constraints, which made our design work faster and more focused. He steps in decisively when it matters, and otherwise trusts professionals to do their jobs and clears the path for them. If you’re a founder weighing whether to bring Trevor in, I’d say yes: he gives the team clear direction and the room to do its best work.
Gonzalo H.
Founder, Omelette Studio
Trevor makes excellent use of technical knowledge and emotional intelligence to achieve the best outcomes possible. He is also able to instill this outlook in others, both developers and non-developers. Rarely have I seen a technical leader that can align the technical requirements of a team, the business needs that drive that team’s success, and the rapport of the team for repeatable success.
Buddy B.
Trevor has a knack for spotting problems early and tackling them head-on. He’s quick to dive in, making sure nothing slips through the cracks, and always ensures action items get completed. This proactive approach kept our projects moving smoothly and gave the team confidence that any issue would be handled effectively.
Alexandra p.
Former colleague
Trevor’s ability to manage complex projects while staying focused on client needs is exceptional. His collaborative approach ensures that every project is seamless, and his leadership fosters high-performing teams. Trevor’s expertise makes him an invaluable asset for any organization looking for strategic technology consulting.
Jessica l.
Trevor has an exceptional way of balancing the technical demands of a project with the personal side of leadership. He guides teams to success while ensuring that every individual feels heard and valued. His calm, steady presence helps keep teams motivated, even in high-pressure situations.
ALEXANDER T.
Former team member
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THE THINKING PARTNER
Semi-regular perspectives on leadership, parenting, and navigating the chaos that is life.
Features and commentary in publications, like Forbes, regarding the future of tech leadership.
Deep dives into my thoughts and frameworks for identifying cracks in your foundation.