Your development team is busy, but you’re not sure enough is actually getting done.
Your team is building
the technology. Are they building the right things, the right way?
I’m Ruggero Sandri-Boriani, a fractional CTO.
I help founders and leadership teams figure out what to build, what not to build, where engineering effort is being wasted, and how technology can better serve the business.
If you have developers but need experienced technical leadership, we should talk.
THE BIGGER PICTURE
You probably don’t need another developer.
You may already have good developers. You may have an agency, an internal team, or several teams working across different products and systems.
But someone still needs to make sure they’re building the right things, the right way, in the right order, for the right reasons, and within realistic timelines.
That’s a different job.
I’ve spent more than twenty years working at the intersection of business and technology, from developer and web development agency founder through to architect and CTO.
These days, I spend far less time worrying about the code itself and much more time helping businesses make good technical decisions.
Because that’s usually where the expensive mistakes happen.
WHEN TECHNOLOGY NEEDS LEADERSHIP
Does any of this sound familiar?
Projects consistently take longer than expected, and you’re struggling to understand why.
You’ve accumulated years of technology and technical debt, and nobody has a clear picture of what should stay, what should change, or where to start.
You’re planning something significant and need someone technical enough to challenge the assumptions before you commit months of development to it.
You’re running multiple products, systems, agencies or development teams, but nobody really owns the bigger technical picture.
You know AI could change how your company operates or builds software, but you need something more useful than another person telling you to “use AI.”
Your infrastructure costs are growing and you’re no longer confident that what you’re paying for reflects what you actually need.
Technology has become important enough to need experienced technical leadership, but not necessarily another full-time executive.
These are the problems I solve. Let’s talk
MY ROLE
What I actually do
I work with founders and leadership teams to understand where the business is going, understand the technology that’s supposed to get it there, and make sure the two are aligned.
I’ve worked on relatively simple products, systems handling financial data, and datasets containing hundreds of millions of records.
Sometimes that means defining technical strategy and turning business objectives into an engineering roadmap.
Sometimes it means getting several development teams pulling in the same direction.
Sometimes it’s questioning whether something should be built at all.
It can mean architecture, infrastructure, security, technical debt, engineering processes, AI adoption, hiring, product decisions or simply figuring out why something that was supposed to take six weeks has taken six months.
The technology changes.
The job doesn’t.
Make good decisions.
Give good people clear direction.
Get the right things built.
HOW I WORK
I’m not here to replace your development team.
My value is in understanding the whole picture.
If what you need is another pair of hands writing code all day, I’m probably not the person you’re looking for.
I’ve spent much of that career translating between two worlds that don’t always speak the same language: what a business is trying to accomplish and what its technology and engineering teams actually need to do to accomplish it.
That means asking uncomfortable questions occasionally. It means saying no when no is the right answer. That breadth of experience has taught me where rigour matters: when an error could produce incorrect financial records, expose one customer’s data to another, or leave important information impossible to trace. It has also taught me when “good enough” is exactly what the business needs and when a shortcut today will become an expensive problem tomorrow.
THE RIGHT LEVEL OF INVOLVEMENT
A fractional CTO may be exactly what you need.
Not every company needs a full-time CTO.
You might need someone for a few days each month to review direction and help with important decisions. You might need someone embedded several days a week while the business goes through a period of growth or change. Or you may need experienced technical leadership for a specific problem before deciding what comes next.
That’s the point of fractional.
We start with the problem, then figure out what level of involvement actually makes sense.
No predetermined package. No attempt to manufacture work that isn’t necessary.
LET’S TALK
Have a technology problem you need help thinking through?
Tell me what’s going on.
You don’t need to know whether you need a fractional CTO. You don’t need a technical brief. And you certainly don’t need to have the solution figured out already.
Tell me about the business, the problem you’re facing and what you’re trying to accomplish.
I’ll tell you whether I think I can help.
No sales team. No account manager.
You’ll be talking to me.