Bigger technology decisions need more than a vendor’s recommendation. Get a clear roadmap, an experienced voice on your side, and oversight that connects the investment to the work being delivered.
You do not need to become the technical expert to make a sound decision. You need someone accountable for the technical side of it.
You are weighing a new ERP, a custom build, or an AI investment. Each proposal sounds convincing, but the tradeoffs are hard to compare.
There are updates and invoices, but no clear view of what is ready, what is fragile, or whether the next milestone is realistic.
The knowledge sits with a founder, developer, or supplier. Growth keeps adding decisions that nobody has the time or remit to own.
The engagement follows what your business needs next. Explore the three common starting points and the work you can expect to see.
An ERP, software, or AI decision is coming up, and the people selling the solution are also explaining your options.
A short options paper compares the paths, tradeoffs, likely effort, and dependencies. Leadership has a recommendation it can act on.
A decision record, an agreed budget range, and a sequenced roadmap.
You have suppliers or developers, but nobody on your side is consistently checking the work and joining up the decisions.
A regular review connects working software to the agreed priorities. Risks and blockers have owners, and the business knows which decisions need attention.
Visible milestones, accepted work, an active risk log, and fewer unresolved decisions.
Growth has made the business dependent on one person or supplier, and the next stage needs clearer technical ownership.
Assess the skills and ownership the roadmap requires. Decide what belongs in-house, what a partner should deliver, and how knowledge will transfer.
A capability plan, defined responsibilities, and a practical hiring or handover brief.
Runs discovery and architecture on every project and writes code on all of them. Built Agency ERP, Arlo, and Ollie for our own operations first.
Owns the data model, migrations, and integrations. The person who makes QuickBooks, Stripe, and your spreadsheets agree with each other.
Builds the product surface: the screens your team uses every day, the permissions behind them, and the tests that keep them working.
We agree the responsibilities, decision-making authority, and time commitment before starting. Open an area to see what that can include.
Map the operation, the systems it depends on, and the decisions leadership needs to make next.
Meet the team and vendors. Assess the code, accounts, roadmap, and risks relevant to the engagement.
Set a practical 90-day plan with named owners, decisions, and outcomes. Agree the time commitment and authority.
Join the delivery cadence, review working software, and resolve the technical decisions that block progress.
Show what moved, what is at risk, and what needs a decision. Keep the budget and roadmap grounded in the work.
Assess the next phase together. Adjust the involvement or prepare the transition to a permanent leader.
Choose the involvement your decisions and delivery need. Each option provides senior technical leadership, with more time available as the engagement grows. Engineering delivery is scoped separately.
Month-to-month after 90 days
Regular senior guidance for a business that needs clearer decisions, priorities, and supplier oversight.
Month-to-month after 90 days
More embedded leadership while a significant ERP, software, or AI initiative moves through delivery.
Month-to-month after 90 days
Greater involvement when several decisions, suppliers, or delivery workstreams need technical leadership.
An initial 90-day commitment, then month-to-month. Agree the working cadence, decision authority, and availability before we begin.
The roadmap, decision log, technical findings, and handover documents stay with you. Your leadership team keeps control of priorities and investment.
Agree who recommends, who approves, and who delivers. Set the working cadence with your team and vendors, including how urgent decisions are handled.
Document the systems and the reasoning behind key decisions. When you hire a permanent leader or change delivery partners, we help make the transition.
The retainer covers the agreed leadership capacity. Engineering delivery, specialist audits, and third-party services are scoped separately where needed.
Clear answers on timelines, pricing, ownership, and what shipping actually looks like with a senior engineering team.
No. You may have a mix of SaaS tools, an IT provider, external developers, and nobody accountable for the overall technology plan. We can work with that setup and help decide which capabilities you need in-house or from partners.
The engagement defines the decisions, reviews, and technical leadership we are responsible for. Typical areas include the roadmap, architecture, vendor oversight, delivery risks, and technical hiring. Your leadership team retains budget and business approvals.
Yes. We assess the workflows, existing tools, integration needs, and tradeoffs. The recommendation may be an existing platform, integration work, custom software, or a phased combination. Custom development is an option to assess, not a required outcome.
Yes. We can review the plan and the work, clarify acceptance criteria, and surface risks and decisions. We agree access and roles with you and the delivery partners so the oversight has practical authority.
No. The CTO retainer purchases leadership capacity. Hands-on investigation, architecture, and code review may be included within that time. A dedicated engineering team or substantial implementation is separately scoped, whether delivered by us, your team, or another partner.
The options are $6k per month for approximately 8 hours a week, $12k for approximately 16, and $18k for approximately 24. We agree the working cadence and availability before starting. More involvement gives the CTO more time across decisions and delivery, rather than changing who owns your business.
We review the current position, agree the priority decisions and risks, and work through a practical plan with your team. Deliverables may include a systems assessment, decision log, roadmap, vendor review, or hiring brief. The exact plan follows the needs of your operation.
The initial commitment is 90 days, then month-to-month. We agree the ongoing scope and transition responsibilities together. Some businesses keep a fractional leader; others use the engagement to prepare for a permanent hire.
Yes. We can define the role, support technical evaluation, and prepare the documentation and handover. The aim is to leave the business with clearer ownership and less dependence on any one person.
Tell us what you're building or fixing. We'll come prepared with questions, not a pitch, and you'll leave the call with a straight answer on fit, which tier, and how soon you'd have version one in your hands.
Or email hello@buildfutur.com