Specialist expertise, not general executive search
We focus exclusively on CTO roles and understand both their technical and managerial depth. We first help companies define the leader they need, then find the person who can genuinely handle that situation.
We assess candidates technically, managerially and personally. We look at their work with architecture, teams and delivery as well as their ability to communicate with the CEO, board and investors.
We do not rely on a CV and previous job titles alone. We examine specific decisions, outcomes, context and how the candidate led change. Our own experience in CTO and transformation roles allows us to go into depth without turning the selection process into a purely technical interview.
From a job brief to a real mandate
The same CTO title can describe very different work in different companies. The priority may be product and team stabilisation, scaling, architecture modernisation, professionalising delivery, preparing for investment or post-acquisition integration. We therefore begin by mapping the strategy, company stage, CEO and board expectations, current technology and the quality of existing leadership.
The result is a role profile with clear accountability, decision rights, required experience and measurable priorities. The company is no longer searching for a generally “strong CTO”, but for a leader suited to a specific situation and the next stage of development.
Permanent, interim or fractional
Different situations require different models of technology leadership. A permanent CTO takes long-term ownership of technology and the team. An interim CTO joins quickly to stabilise, transform or lead through a critical period. A fractional CTO provides senior experience and regular challenge for a few hours per week or month.
We help select the model based on urgency, the scale of change and the strength of the internal team. An interim leader can prepare the environment for a future permanent hire, a fractional CTO can support founders or a smaller management team, and a permanent CTO takes full ownership of technology strategy, organisation and delivery.
Assessment that goes beneath the surface
The technical assessment examines the candidate’s work with architecture, software, infrastructure, security, data and technical debt. The management assessment focuses on leadership, organisation design, prioritisation, budgeting and the ability to connect a technology roadmap to company goals.
On a personal level, we consider communication style, conflict management, ownership and cultural fit. Depending on the assignment, we add references, a practical exercise, a panel interview or CTO due diligence of the final candidate. The company receives a structured comparison, not simply an impression from a few meetings.
Onboarding and the first months
Success does not end when the offer is signed. We can align expectations before the start date, define priorities for the first 30, 60 and 90 days and set up effective cooperation with the CEO, board and technology team. Where useful, we remain an independent challenger during onboarding and help identify misaligned expectations or blocking decisions early.