Services
AI-first. Five ways to engage.
Before you decide which service fits, notice which of these descriptions makes you think "that is exactly what is happening here." That recognition is the diagnosis already working.
AI Architecture
Production agentic systems. Not proofs of concept.
I design and build multi-agent AI architectures that work under real-world conditions. LangGraph orchestration. Domain-specific agents. RAG pipelines. MCP interfaces for safe LLM access to organisational data. Currently building a production system, not advising on them from a distance.
88% of organisations use AI. Only 6% see it hit the bottom line. The gap between demo and production is where most projects die. That gap is architectural.
What this covers
Agentic architecture
Multi-agent orchestration. Domain-specific agents. State management. Retry logic. Validator patterns. Full audit trails. The engineering that makes AI reliable rather than impressive.
AI integration
Safe interfaces between LLMs and organisational data. RAG pipelines. Prompt engineering at scale. MCP server design. The boundary between what AI decides and what humans decide.
AI strategy
Starts with whether you need AI at all. Architecture decisions before you commit. Vendor evaluation. Build-vs-buy grounded in what actually works in production.
AI due diligence
For investors evaluating AI claims in portfolio companies or acquisition targets. I know what a real agentic architecture looks like and what a wrapper around an API looks like.
The difference between the 6% who see results and the rest is not the technology. It is the architecture and the judgement behind it.
Transform
Senior CTO leadership without the full-time cost.
I embed in your organisation, own the technical strategy, and hold the team to the standard that creates real delivery momentum. This is not advisory. I operate as a member of your leadership team with direct accountability for engineering outcomes.
Very often a business will not have clarity on the problems. Developers will be so enmeshed in crisis management that they do not have the scope for appropriate reflection. This is where an external view helps. I bring broad experience and give a clear, objective assessment of issues with a prioritised roadmap to address them.
What this covers
Strategy and architecture
Technical strategy aligned to business goals. Architecture review. Scalability planning. Infrastructure decisions. Security posture including ISO 27001 readiness.
Team and process
Team structure and recruitment. Development process design. Release management. Quality frameworks. Onboarding. Vendor and partner management.
Investor readiness
Technical pitch deck content. Due diligence preparation. Roadmap presentation. Budget and resource planning. Communication strategy for technical updates to the board.
Risk and compliance
Risk register development. Data security and GDPR compliance. Disaster recovery planning. Business continuity. Regulatory alignment.
AI and agentic systems
Multi-agent architecture design. LLM integration strategy. RAG pipelines. Agentic orchestration. AI interface design for safe, controlled access to organisational data. Build-vs-buy evaluation for AI capabilities. I am currently building these systems. Not advising on them from a distance.
When the engineering update stops being the problem, everything else gets easier.
Discuss a Transform engagement →Coach
You already know what is wrong. You have known for a while.
What you need is someone who will say it back to you clearly enough that you can finally act on it. Not a sounding board that nods along. Not a framework delivered in a slide deck. A direct conversation with someone who has sat in your chair, felt the same weight, and found a way through it.
Coaching with me is not gentle. It is caring. There is a difference. I will hold you accountable because I respect you enough to be honest. I will push you on the things you have been avoiding because avoiding them is costing you more than confronting them ever will.
The goal is not to make you feel better about the situation. It is to change the situation. Through a series of focused conversations we identify where the process is breaking down, where your leadership is getting in its own way, and what needs to shift for delivery to become predictable.
What coaching covers
Leadership and self-awareness
Understanding your leadership style. Building confidence in the role. Managing up effectively. Making hard calls with clarity. Developing your team without doing their work.
Process and delivery
Reducing process friction. Strategic roadmapping. Prioritisation frameworks. Managing technical debt as a business decision. Release cadence and quality.
People and team
Team structure and hiring. Performance management. Onboarding. Mentoring. Diversity and inclusion. Mental health awareness. Managing conflict directly.
Architecture and security
Architecture decisions and trade-offs. Scalability challenges. Security posture review. Vendor selection. Technology stack evaluation.
You will know within the first conversation whether this is the right fit.
Discuss coaching →Advise
I do not advise by offering options. I tell you what I see.
Most advisory relationships produce a report with three recommendations and a suggestion to consider the trade-offs. That is not what happens here. You describe the decision. I look at the architecture, the team, the risk, and the stage of the business. I tell you what I would do and why. One answer, clearly stated, with the reasoning visible.
That directness comes from having built and scaled the thing you are evaluating. I have sat in the chair where the architecture decision gets made. I have felt the weight of a due diligence process from the inside. I have seen what happens when the wrong call is made at the wrong time. The value is not the advice. It is the judgement behind it.
What this covers
Board-level advisory
Ongoing strategic advisory at board or leadership level. Technical translation for non-technical stakeholders. Investment readiness assessment. The technical voice in the room that speaks in outcomes, not jargon.
Strategic second opinions
Architecture decisions before you commit. Build-vs-buy evaluations. Vendor selection. Technology stack assessment. The kind of review you want before you spend six months and discover the foundation was wrong.
Technical risk assessment
Independent evaluation of technical risk in portfolio companies, acquisition targets, or your own organisation. Not a due diligence process. A strategic view of where the real exposure sits and what to do about it.
Investor and founder advisory
For VCs who need ongoing technical perspective across their portfolio. For founders who want a senior technical sounding board without hiring a full-time CTO. Judgement on demand, not on retainer.
AI strategy and readiness
Where AI fits in your product. What to build and what to buy. How to structure an agentic system that is auditable, explainable, and defensible. How to evaluate AI capabilities in acquisition targets or portfolio companies. Grounded in current hands-on experience, not conference slides.
The clarity you need is usually one conversation away.
Discuss advisory →Validate
Technical due diligence for investors and acquirers.
I have passed three VC due diligence processes from the inside. I know what investors look for and where the real risks hide. That perspective makes my assessments sharper and more practical than a checklist exercise.
Assessment framework
Technical ecosystem
Functional and technical architecture. Third-party dependencies and SLAs. Hosting and infrastructure. Disaster recovery. Mapping the current state and assessing whether decisions are well-reasoned for the stage the business is at.
Scalability and future-proofing
Performance measurement and tracking. Barriers to scale. Where the system will break under growth. Operational processes and cost scaling. Planned developments and their justification.
Security and compliance
Frameworks and standards in place. Data policies and practical security stance. Pen test reports and code scanning. GDPR compliance. Recent incidents. Evidence of good practice beyond policies.
Team and roadmap
Team structure and key person risk. Alignment and autonomy. Priority-setting process. Quality integration. Hiring and onboarding. Development workflow from idea to production. Transparency of decision-making.
Each area is scored 1 to 5 relative to the stage and size of the business. The output is a clear, evidence-based report with specific findings and recommendations.
Better to know now than to discover it during the process.
Discuss a due diligence →