A Fractional CTO / CDO, with a team behind them
Architecture direction, build-vs-buy judgement and data strategy for a business with a growing estate and no senior technical voice at the table. One operator in the seat. Our delivery bench behind them.
One technology leader, two jobs most businesses badly need combined
A Fractional CTO owns technology strategy, architecture and the build-vs-buy decisions that shape how fast you can move. A Fractional CDO owns the data strategy that makes every one of those systems worth something. We run this as a single seat because at scale-up and mid-cap size, splitting them into two hires almost never makes commercial sense — and having one function argue with the other is how technology and data strategy quietly diverge.
This is deliberately distinct from the Fractional CIO seat: the CTO/CDO owns what gets built and what the data strategy is. The CIO owns what keeps the lights on and safe. Businesses that need both take both — as two seats, not one person doing two jobs badly.
If more than two of these are true, the gap is already costing you
Nobody senior enough owns architecture decisions — they get made project by project, and nobody joins the dots.
Build-vs-buy calls are made on relationships or habit, not a documented view of what the platform actually needs.
A buyer or investor's technical due diligence would find more than you'd like them to.
Engineering velocity is dropping every quarter and everyone has a theory why, but no plan.
Data lives in six systems that don't talk to each other, and nobody owns the strategy to fix that.
Vendor and platform decisions happen deal-by-deal, with no one weighing them against a roadmap.
Four areas of ownership, not a vague advisory retainer
Architecture & Platform Roadmap
Owns the technical architecture and the multi-year platform roadmap. Makes the case for what gets rebuilt, what gets retired, and what's actually fine to leave alone.
Build-vs-Buy & Vendor Selection
Independent judgement on every major build-or-buy call, and the vendor selection process that follows it. No favoured platform, no reseller margin hiding in the recommendation.
Data Strategy & Direction
The CDO half of the seat: data strategy, governance priorities and investment sequencing — the direction the Fractional Chief Data Architect seat then builds against.
Technical Due Diligence
Independent technical assessment ahead of M&A, fundraising or exit — the kind of review that either de-risks a deal or catches what would have sunk the valuation.
When there's a rebuild, a migration, or a platform to stand up — our team does it
The seat sets direction. When the roadmap calls for a defined build — a legacy migration, a data platform, an integration layer — our delivery bench executes it under the same accountable relationship, using the architecture the seat-holder has already signed off. No second supplier, no re-explaining the context.
Before you take this to the board
Usually yes, and they'll thank you for it. A Head of Engineering runs delivery. This seat owns architecture, platform strategy and the board-level judgement calls that shouldn't sit with the person also responsible for sprint velocity.
Where the estate is large enough to justify it, yes — this is scoped at the start of the engagement, not assumed either way.
This seat sets data strategy and priorities. The Chief Data Architect seat owns the technical blueprint that data strategy gets built on — platform architecture, integration and data quality engineering. Businesses with a genuinely complex data estate often need both; most start with this one.
They get reviewed on merit, not replaced by default. The seat's job is an honest assessment, not a reason to rip and replace for its own sake.
The evidence behind this seat
Problem before platform
Why technology programmes fail when the business problem isn't defined first.
Read the articleSee the Chief Data Architect seat
Where data strategy turns into an actual technical blueprint.
View the seatTake the AI Readiness Assessment
Data foundation is one of five scored dimensions.
Start the assessmentTalk to us about the CTO/CDO seat
A direct conversation about your architecture and data gap — not a sales script.