Fractional Technical Chief of Staff
The problem
The scaling bottleneck nobody talks about
You raised your Series A. You hired fast. Your engineering team is heads-down building something genuinely hard - mission-critical hardware, embedded systems, aerospace-grade software. And somewhere around employee 40 or 50, you noticed something: the CEO is spending half their time translating between engineering and the rest of the company. The CTO is getting pulled into business conversations they shouldn’t own. Priorities are getting lost between teams. The strategy is sound, but execution is grinding.
This isn’t a strategy problem. It’s a coordination problem. And it’s especially acute at companies where the product is technically complex - because the gap between what engineering knows and what the rest of the organization understands isn’t just wide, it’s expensive.
Most fractional COOs and Chiefs of Staff can manage the process side - the meetings, the OKRs, the dashboards. But they can’t walk into a sprint review and independently evaluate whether the timeline engineering is quoting is realistic. They can’t tell you whether a manufacturing constraint is a genuine blocker or a solvable engineering tradeoff. They take engineering’s word for it, because they have to.
I don’t have to. And that changes what’s possible.
About
Not another generalist,
a technical operator
Most fractional COOs and Chiefs of Staff come from SaaS, finance, or general management backgrounds. They’re skilled operators - but they can’t walk into a sprint review and independently evaluate whether the timeline engineering is quoting is realistic. They take engineering’s word for it, because they have to.
I don’t have to have to take an engineer’s word at face value. Two electrical engineering degrees. An MBA from UCLA Anderson. Aerospace systems work at Raytheon and Curtiss-Wright. Program management at Panasonic Avionics - $200M+ in revenue, 40+ concurrent programs, bridging US and Japan engineering teams with zero direct reports and zero formal authority. I also founded and ran ProHow, a PropTech marketplace - which means I’ve been the CEO making build-or-kill decisions with my own money on the line. I’ve spent my career at the intersection of deep technical work and organizational execution.
Now I put that background to work for founders building technically complex products - defense systems, spacecraft, robotics, embedded hardware - who’ve hit the scaling wall where strategy is clear but execution is grinding.
Services
Strategic Operations
Leadership gets their time back. I build the operating rhythm that turns decisions into action - without everything routing through the CEO.
OPERATIONS SERVICES
Meeting cadences and decision infrastructure
KPI and reporting frameworks
Priority alignment across teams
Cross-Functional Coordination
Engineering constraints become business decisions. I bridge the gap between technical teams and the rest of the organization - translating constraints in both directions.
COORDINATION SERVICES
Engineering-to-business translation
Timeline and dependency management
Cross-team communication architecture
Organizational Infrastructure
Execution velocity compounds. I build the formal systems that let your company scale - processes, documentation, and workflows that work without me in the room.
INFRASTRUCTURE SERVICES
Onboarding and team process design
Workflow automation and documentation
Communication and escalation systems
Technical Program Coordination
For companies managing complex, multi-workstream programs - I coordinate across teams without owning the engineering function.
PROGRAM SERVICES
Program cadence and milestone tracking
Stakeholder reporting and visibility
Cross-team dependency management
Step 1
Diagnostic
I embed with your leadership team and map where decisions are getting stuck, where information isn’t flowing, and where the gaps are between what leadership wants and what teams are executing. This isn’t a 50-page audit - it’s a working diagnosis.
Leadership and team stakeholder interviews
Bottleneck and dependency mapping
High-leverage intervention identification
Step 2
Build
I design and implement the operational infrastructure - decision-making cadences, cross-functional communication systems, KPI frameworks, and escalation paths - built to be durable, not dependent on my presence.
Operating rhythm and meeting cadence design
KPI and reporting infrastructure
Cross-functional communication systems
Step 3
Operate
I run the systems alongside your team, iterate based on what's working, and build organizational muscle around the new processes. This is where the compounding happens.
Embedded leadership team participation
Continuous system refinement
Team capability building
Step 4
Transfer
I progressively hand off ownership as your internal capacity grows. Most engagements run 6–12 months. Some evolve into advisory relationships. The goal is always to build something that outlasts me.
Documentation and knowledge transfer
Internal champion development
Advisory transition (if desired)
MY APPROACH
If you can’t independently evaluate what engineering is telling you, you’re a message relay, not an operator. The gap between “engineering says it’ll take three months” and “engineering actually needs three months” is where most cross-functional breakdowns start - and it’s a gap you can only close if you can read the underlying technical constraints yourself.
My engineering background isn’t a credential I lead with to impress people. It’s a functional capability that changes what I can do in the room. I can evaluate tradeoffs, push back on estimates, and translate engineering constraints into business language with confidence - not just optimism. That’s the difference between an operator who coordinates and an operator who actually accelerates.
I combine this with genuine AI fluency - not as a service I sell, but as how I work. Custom automations, LLM-assisted research and synthesis, operational infrastructure that leverages AI to move faster than traditional operators. You get senior operator judgment at a velocity that used to require a team.
Industries
Case Studies
How I work
Operating principles that don't change
The best operator is the one who makes themselves unnecessary. I build systems, not dependencies. Every engagement should end with the organization running better than when I arrived - without me in the room. If the processes only work when I’m present, I haven’t done my job.
Technical literacy isn’t optional for this role. Most operations consultants can’t read an engineering sprint, and most engineers don’t want to manage cross-departmental alignment. I do both - because I’ve done both for a decade. That’s not a soft advantage. It means I can evaluate engineering tradeoffs independently, not just relay them.
Speed comes from clarity, not urgency. Most execution problems aren’t effort problems - they’re clarity problems. Teams are working hard on the wrong things, or working on the right things without knowing what the other teams are doing. Fix the information flow, and the speed follows.
