For founders and new ventures
You have the idea and the funding. I design the architecture, write the critical code, choose the hardware when there is hardware, and build the team — so the product keeps working when customers, data and traffic multiply.
AI tools can generate code quickly. A product that real customers depend on also needs architecture, security, data design, operations and someone who answers for them. That is the part I bring.
You need more than a developer: someone who can turn a business idea into an architecture, a plan and working software — and tell you what not to build.
Devices, sensors, cameras, payment terminals or embedded firmware that must work with cloud software and data. I have designed both sides since the 1990s.
It slows down under load, every change breaks something, and it costs more to run each month. The fix is usually the architecture, not more servers.
A product that is a thin layer on someone else's model depends on their pricing and their roadmap. Lasting value comes from the data, architecture and decisions you own.
Engineers who need direction, standards and someone who reviews the hard decisions — and who still writes code himself.
Due diligence asks whether your technology is an asset or a liability. I have built a platform whose intellectual property was bought in three separate deals.
AI coding tools write code fast, and a working demo is now the easy part. A product that customers pay for needs an architecture that can change, security designed in from the first day, data you own, a plan for when a provider goes down, and someone accountable for all of it.
AI is not the differentiator. Everyone has access to it. The differentiator is what you build on top of it that remains true even when the ground moves.
Product and system design that supports the next stage of the business, not only the first release.
I write the critical parts myself: core logic, integrations, and the pieces where a mistake is expensive.
Embedded firmware, device control, imaging and point-of-sale hardware, integrated with cloud software and data.
Where AI adds value to the product, what data it may reach, how it fails safely, and what it costs to run.
Hiring the first engineers; setting code review, testing and release practices; growing technical leaders.
Clear IP ownership, documentation and an architecture that survives technical due diligence.
From a founder's first platform to regulated medical imaging — each one still described by what it did for the business.
I founded the company, architected the platform in 1999 and took it to 14 countries. Its intellectual property was bought in three separate deals: by German and Italian firms, then by a multinational retail group.
As CTO and chief architect of a medical-imaging company, I architected a 3D-imaging platform with data pipelines built for AI/ML training and traceability aligned with FDA software standards.
Integrated hardware–software platforms that combine embedded systems, imaging pipelines and AI-based processing, for image validation, e-commerce authentication and medical software.
I re-architected concurrency, sessions, redundancy and failover when the platform hit its ceiling. The company was later acquired by a pan-European communications group.
From roughly €400,000 to €50,000 a month, as the platform grew to 19 million monthly active users.
As VP of Technology I redesigned its architecture; the product launched within three months, and I was promoted to CEO.
I join your leadership team and own the technology, the product architecture and the engineering team.
I take the role while you hire, stabilize what exists, and hand over to the person who stays.
Part of my week, for a company that needs senior judgment before it needs a full-time executive. It can grow into a permanent role as the company grows.
A thin layer on someone else's model is a temporary arbitrage. Value comes from owning part of the stack: data, architecture, decisions and operations.
Read on LinkedInEvery AI dependency needs an answer in advance: which tasks continue, switch provider, fall back or stop.
Read on LinkedIn"Modern" and "resilient" are not synonyms. Judge an architecture by how well its blast radius is understood.
Read on LinkedInA senior technology leader who works with a company for part of the week, with the same accountability as a full-time CTO: architecture, technology decisions, security, the engineering team and delivery. It suits companies that need senior judgment before they need, or can afford, a full-time executive, and it can grow into a permanent role.
Yes. I am based in Dallas, Texas. I work in person with companies in the Dallas–Fort Worth area, and remotely or on site with companies elsewhere in the United States, Europe and Latin America, as a permanent, interim or fractional CTO.
Turns the business idea into an architecture and a delivery plan, writes the critical code, chooses tools, providers and — when the product needs it — hardware, sets up security and operations, and hires and leads the first engineers. The difference from a technical advisor is accountability: the CTO answers for the product working in production.
Yes. I have built software for more than 30 years, from assembly and embedded firmware to cloud, AI and imaging platforms, and I stay close enough to the code to make and check the hard trade-offs myself. Recently: C++ firmware built from the ground up for a medical-device company in California, and SaaS platforms built at scale over the last two years. It is also how I lead a team: by example, not only by instruction.
Yes. My first systems, in the 1990s, were hardware-integrated clinical rehabilitation systems. My retail platform ran on point-of-sale hardware from several manufacturers through a hardware abstraction layer. Today I architect imaging devices, embedded firmware and the AI pipelines behind them.
For a prototype, that is often sensible. The risk starts when the prototype becomes the product: no architecture for change, security added late, data and running costs nobody planned, and a dependency on providers you do not control. A CTO decides which shortcuts are safe and which ones the business will pay for later.
Yes. I work as a permanent, interim or fractional CTO, and permanent roles come first. For the right venture I also consider a technical co-founder role.
Yes. I built a platform whose intellectual property was acquired in three separate transactions, and I was the principal architect of a telephony platform whose company was later acquired by a pan-European group. Technical due diligence looks for clear IP ownership, an architecture that can grow, documentation, security, and a team that does not depend on one person.
Tell me what you are building, where it stands and what is in the way. I answer personally.