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Working together

What an engagement costs, and how it is agreed.

Three depths of involvement, priced to the problem rather than to a menu. Which one fits is usually clear within a single conversation.

Scope, commitment and rate are agreed in conversation after an initial call. We do not publish a rate card, because the right shape of an engagement depends on what is actually slowing a team down — and that is not something a price list can tell you.

  • 01

    Advisory

    A senior technical voice in the room.

    For teams who need judgment more than hands. We join your leadership conversations, review architecture decisions before they harden, sit in on hiring, and give you a straight answer when the tradeoff is not obvious.

    Usually right when

    • You have engineers, but no one senior enough to arbitrate technical direction
    • You are about to make a decision that is expensive to reverse
    • You need a technical read on a hire, a vendor, or a roadmap
  • 02

    Embedded

    We join the team and own the outcome.

    The work a CTO actually does — owning architecture, running the delivery cadence, hiring and mentoring engineers, and speaking for the technology in the board room. Day to day we are part of your team, in your tools, on your standups.

    Usually right when

    • The roadmap needs someone accountable for it, not just advising on it
    • You are scaling the engineering team and the hiring bar keeps slipping
    • Delivery is unpredictable and nobody owns fixing that
  • 03

    Organisation-wide

    Technical leadership across several teams at once.

    For larger organisations working through a transformation that spans more than one team. Engineering org design, AI governance and adoption, and the executive alignment needed to make change stick rather than stall in a steering committee.

    Usually right when

    • Multiple teams are solving the same problem in incompatible ways
    • AI adoption is happening in pockets, with no shared standard or guardrails
    • A transformation is underway and technical leadership is the missing piece

How the work runs

  • Engagements begin with a conversation and a short diagnostic, not a proposal
  • Time is tracked and reported weekly, so you can see where it went
  • Engagements can be deepened at any renewal point; reducing needs thirty days notice
  • We take on a small number of companies at a time, so we can genuinely be present

Before you get in touch

How does an engagement start?
With a conversation, not a proposal. We spend a short call understanding your team, your stack, and what is actually slowing you down. If we are a fit, we follow it with a brief diagnostic and agree the scope from there.
How much of your time do we get?
It depends on the depth of involvement, and we agree it up front. Time is tracked and reported weekly, so you can always see where it went — strategy, architecture, hiring, or execution.
Can we change the arrangement later?
Yes. You can deepen the engagement at any renewal point, and reducing it needs thirty days notice. We would rather adjust the shape of the work than have you carry one that no longer fits.
Do you work with AI-first or AI-enabled companies?
Yes — and it is a core strength. We have deep experience designing agentic systems, LLM pipelines, and AI-native product architectures, including moving them from prototype into production.
How many companies do you work with at once?
A small number, deliberately. Embedded technical leadership does not work if it is spread thin, so we take on only as much as we can genuinely be present for.

Start with a conversation.

A short call is usually enough to tell which depth of involvement fits — and whether the constraint is architecture, process, hiring or cost. We will say so plainly either way.

Book a call