For scale-ups, Series A to C
The round funded a bigger org than the roadmap needed.
15 to 120 engineers, investors behind you, and delivery you no longer trust. I take over engineering leadership for a defined period, fix the shape, and hand over.
The situations
- Right-sizing. You hired for a growth story that didn't land. A structured cut that keeps the people who ship. 45 engineers to 22 is what that looks like.
- Turnaround. Releases slip, senior people leave, the roadmap is fiction. The cause is usually leadership, not the team.
- CTO transition. The founding CTO is not the CTO for this stage, and everyone knows it. An 8-month bridge, the search run alongside, nobody lost.
- The platform bill. Cloud spend growing faster than revenue is an ownership problem, not a pricing one. Minus 42 percent in 5 months, no re-platforming.
What the board hears
A fixed-price diagnosis before anything moves: 3 weeks, EUR 9 500, every engineer interviewed, 6 months of delivery data read. The report names what is wrong, what is not, and what fixing it costs. It is written to be forwarded to the board unedited.
How it runs
A 15-minute fit call, then the diagnosis, then, only if warranted, execution: 2 to 3 days a week embedded, 3 to 9 months, ending with a permanent leader in the seat. Day rates in the normal Western European band. No equity, no success fee.