Technical leadership that has done the job before
I'm an interim and fractional CTO who has actually built and scaled what most CTO job descriptions only ask for. I co-founded an interactive live-streaming platform, wrote its first line of code, set its architecture, and led engineering for six years — growing the team from three people to around fifty and steering it through an acquisition.
That means I can step in and own the technical side of a company: the architecture, the team, the standards, and the judgement calls that decide whether a product scales or stalls.
Where an interim CTO helps
- Founders without a technical co-founder who need someone to own architecture and early hiring, and to translate product goals into a system that can grow.
- Scaling teams that have outgrown their original setup and need structure — clear boundaries, testing, CI/CD, and a hiring bar — before things grind to a halt.
- Companies in transition (a departure, a pivot, an integration after an acquisition) that need a steady, experienced hand on engineering for a defined period.
How I lead
The architecture and the team mirror each other, so I work on both at once: simple, reversible designs and a team that can keep shipping safely as it grows. I keep decisions visible and explained, and I stay hands-on enough that my advice is grounded in the real codebase, not slideware.
Let's talk
I take interim and fractional CTO engagements remotely, in Dutch or English — on Taipei time, with my availability kept open during European hours. Tell me where your engineering is and where it needs to be.