Private equity gives you a short window to get the truth. In the first 100 days, weak technology leadership does not stay hidden for long. It shows up in stalled projects, messy reporting, vendor drift, and decisions nobody fully trusts. If you are running a portfolio company, you do not need more activity. You need […]
First 100 Days With a Fractional CTO in Private Equity Read More »
You can make a team faster and still leave EBITDA flat. That is the trap. Companies buy tools, automate a few steps, and call it progress. If the business is still carrying waste, rework, weak reporting, and vendor sprawl, the margin story hasn’t changed. Technology EBITDA improvement starts when your systems change profit, cash, and
Technology Should Improve EBITDA, Not Just Efficiency Read More »
A software statement of work can hide a lot in plain sight. It looks like paperwork, but it is really where scope, money, risk, and accountability get locked in. If you skim it, you may buy more delay, more vendor control, and less clarity than you expected. If you read it like a CEO, you
What CEOs Should Review in a Software Statement of Work Read More »
You can have good people, decent tools, and a capable team, and still end up with a business that feels harder to run than it should. That is what integration debt does. It builds up when systems, data, and workflows don’t connect cleanly, and the bill shows up later in slower execution, shaky reporting, and
Integration Debt: The Hidden Cost of Systems That Don’t Work Together Read More »
A $500K software project is not a line item. It is a decision about speed, control, and trust. If you approve work at that size with a quick nod in a meeting, you are taking on more risk than most teams admit. The cost shows up later in delays, rework, vendor dependence, and board questions
Executive Scorecard for $500K Software Projects Read More »
You can buy the wrong system for all the right reasons. That is how good companies end up with expensive projects, bruised teams, and a platform that nobody trusts. Before you issue an ERP replacement RFP, you need a clearer answer than simply stating your current platform is old. You need to identify exactly what
ERP Replacement RFP: 12 Questions to Answer First Read More »
More dashboards do not mean more clarity. They often mean more meetings, more opinions, and more time spent arguing over numbers that nobody fully trusts. If your team has reports everywhere but still can’t answer what changed, why it changed, or what to do next, the problem is not data volume. It’s structure. You need
Why More Data Still Leaves You Without Answers Read More »
Most boards get too much technology detail and not enough board technology risk. Uptime charts, project lists, and vendor updates can make the room feel busy, but they rarely answer the real question: can your company still grow, recover, and defend itself when something breaks? If you are a CEO, COO, founder, or board member,
What Board Technology Risk Should You Review? Read More »
Technology continuity usually breaks for ordinary reasons. One leader leaves, one vendor slows down, or one critical system lives in someone’s head instead of your process. By the time the gap shows up, you are already paying for it in delays, confusion, and extra risk. A solid technology continuity plan keeps the business moving when
How to Build a Technology Continuity Plan Before Failure Hits Read More »
A bad CTO hire costs more than just a salary. It drains your resources in terms of time, trust, and decision speed. This situation often leaves you with weak reporting, fuzzy ownership, vendor drift, and a technology roadmap that no one on the team can defend. The hardest part is that the damage often looks
What to Do After a Bad CTO Hire Read More »
