A CIO’s judgment at your leadership table, without the cost of a full-time hire.
Most growing businesses reach a point where technology decisions outgrow the person who has been making them. The ERP is aging, customers and insurers are asking about cybersecurity, vendors are pitching AI, and nobody on the leadership team owns the whole picture. A full-time technology executive is hard to justify, but going without one has costs of its own.
I led corporate technology for a 500-person manufacturer, and for my last four years did it from the executive team. Fractional leadership puts that experience at your table for a defined number of days a month.
The responsibilities of a technology executive, scaled to what your business needs.
A plan tied to business goals and reviewed with leadership on a regular cadence, including an honest view of where AI fits and where it doesn’t.
Replace, extend or leave alone. I led years of in-house ERP/MRP development and deep EDI integration with major trading partners, including rebuilding the processes around them, so I know the trade-offs from the inside.
Program ownership, system hardening, third-party penetration testing, and disaster recovery plans that get tested.
Contracts, renewals and a straight read on proposals. I managed an operating budget over $1M and the vendor relationships that came with it.
Direction, mentoring and succession planning for the people you already have, and help hiring the ones you need.
On-site assessment of an acquired facility’s technology and operations, and a plan for folding it in, including its workforce.
Scoped by days per month, with a clear end state.
The first month is a full look at your systems, team, vendors and risks, ending in a written state-of-technology report with priorities.
We agree on a fixed number of days each month. I attend leadership meetings, own the roadmap, and am reachable when something breaks.
When an ERP selection, a security program or a new site comes up, I lead the decision and the vendors and stay through implementation.
I build internal capability as I go. When the business is ready for a full-time leader, I help you define the role and hire for it.
Your IT lead is excellent technically, but nobody brings technology into leadership decisions.
An ERP, WMS or CRM replacement is on the horizon and you want someone who has been through one.
Customers, insurers or auditors are asking about cybersecurity and disaster recovery.
You are buying a company or adding a site and need its technology assessed and integrated.
If technology is your product, or the business needs daily executive attention on it, a fractional arrangement will hold you back. I’ll say so, and I’ll help you define the role and find the right person.