No technology roadmap
Decisions are made deal by deal and tool by tool. Nobody can say where the platform will be in two years or what it will cost to get there.
All servicesFractional CTO
Senior technology leadership, on the days you need it
A CTO who has run technology in banking, insurance, healthcare and public administration, embedded in your company from one to three days a week. Strategy, architecture, team and suppliers, with accountability for the outcome.
The challenge
When the technology function has no owner
Technical debt nobody can quantify
Legacy choices slow every release, every hire and every audit. The board hears about it only when something breaks.
A team without technical direction
Capable engineers and suppliers, but no one setting standards, arbitrating trade-offs or answering for delivery.
A full-time CTO is not justified yet
The company needs CTO-level judgement now, but not a full-time executive salary and not another management layer.
What we do
What a fractional CTO covers
Technology strategy and roadmap
A written roadmap tied to the business plan, with priorities, sequencing and a budget the board can hold us to.
Architecture and platform decisions
Build, buy or integrate decisions made with the compliance and data residency constraints of your sector in view.
Engineering leadership
Standards, delivery cadence, reviews and mentoring for the internal team, so quality stops depending on individuals.
Hiring and organisation
Role definitions, interviews and team structure for the next stage, including the handover to a full-time CTO when the time comes.
Supplier and integrator oversight
Scoping, selection and steering of software vendors and integrators, with contracts and acceptance criteria that protect you.
Automation and systems integration
Workflow automation and integration between CRM, ERP and operational systems, delivered inside the engagement rather than sold as separate projects.
What you get
Concrete outputs, not a retainer for advice
- 01
A written technology roadmap
Priorities, sequencing and budget, reviewed with the board each quarter.
- 02
An architecture and risk register
Current state, target state, and the risks that need money or attention first.
- 03
A working delivery cadence
Planning, reviews and reporting the team runs itself after the engagement.
- 04
One to three days a week
On site or remote, scaled to the stage of the company, with a defined exit.
In a client’s words
“We brought in Aarambh for senior technology leadership, and Girish delivered exactly that. He set a clear technical direction, guided our engineering team and kept technology aligned with our business goals. Strategic in his thinking, practical in delivery: a trusted partner who brings clarity to complex challenges.”
How it works
How an engagement starts
- 01
Assess
A structured review of systems, team, suppliers, contracts and technical debt, with a written findings note.
- 02
Plan
Priorities agreed with the leadership team, costed and sequenced against the business plan.
- 03
Lead
Regular days in the company: decisions, reviews, supplier steering and reporting to the board.
- 04
Hand over
Internal capability built deliberately, so the company can hire a full-time CTO or run without one.
Contact
Let us start with a 30 minute conversation
You describe your situation, we tell you plainly whether and how we can help. No preparation, no commitment.