I’m a fractional CTO for small teams without a strong technical lead. Your developers are busy, but you can’t tell why features slip or whether you’ll make the date. In 3 to 6 months I make development transparent and predictable — team, process and the AI layer — and hand it over, so the product stops depending on a single person. Including me.
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Build
Team, tracker, delivery rhythm
Implement
AI in the daily work, metrics that show health
Hand over
Your people own it; I step back
Early-stage marketplace, Europe
A three-person team, a non-technical founder who learned the project status last, and a first version that took a year instead of four months.
Alloka, call-tracking SaaS
A product on the market since 2010, paying customers, and a site that kept going down. Nobody owned the technology end to end — so the team brought me in.
Uplatform, Prague
No dev environment, no production, one infrastructure engineer — me. Five years later: two teams, a department, and a company that does not depend on any one of us.
“The broken telephone is gone — the one we had when I didn’t know what was happening with the project at all. Now I understand.”
AI is part of every format — automated review, CI/CD, agents on routine work. Hours are a ceiling, not the thing you buy: I report on results and decisions, not timesheets. For product companies, equity is possible on top of the fee, depending on stage — we discuss it separately.
How we start
Architecture and process, one call with the conclusions and the top risks.
1 week
Architecture, infrastructure, process, team, risks, roadmap. A written plan: what to change, in what order, what pays off most.
2–3 weeks · credited toward the first month if we continue
No team yet. MVP architecture, process, first release, then a handover. My engineers and AI agents build it; I own the architecture and the result.
6–12 weeks, one-off
Then
Architecture, roadmap, strategic advice. I advise, I don’t manage.
About 5 hours a week
Technical leadership, roadmap, delivery process, hiring. I run engineering.
About 10 hours a week
Product, team and operations. Full operational leadership.
About 20 hours a week
Fifteen-plus years in infrastructure, from Linux sysadmin to Head of Infrastructure, with budgets in the hundreds of thousands of dollars a year. I’ve built a department from one engineer to two teams, and watched it keep working after I left.
In the last year four founders got a finished result from the same model: I take the architecture and the client, a small delivery team and AI tooling do the building. A logistics platform, a marketplace MVP, an infrastructure migration, an online store.
I work in English and Russian. When a project pulls me in, I stay close afterwards as an advisor.
Thirty minutes, free, no pitch. Tell me where the product is stuck and I’ll tell you what I would do first — whether or not we work together. If there’s a team, the next step is usually a short audit; if not, launching the first version.
