I partner with founders, boards, and leadership teams on questions that can’t be answered from just a technical or just a commercial lens. Most of this work runs through Ahjayee Consulting, my studio for fractional CxO and focused decision sprints.
Independent, operator-level perspective on technology, product, and data in the boardroom. Useful where the business is making bets on digital infrastructure, data products, or new revenue lines that depend on more than a slide deck.
Typically long-term, with defined responsibilities and cadence agreed with the chair.
Hands-on leadership across product, data, and engineering—without a full-time executive hire. I embed into your leadership rhythm while still staying close to the work: architecture decisions, delivery trade-offs, and hiring.
Usually 2–4 days per month across strategy, decision support, and delivery oversight.
Short, sharp engagements focused on one critical question: a major rebuild, a new product line, a core integration, or a data investment you don’t want to get wrong.
Fixed scope, fixed timebox, clear outputs: a decision, a roadmap, and often a working slice of product.
If you prefer clarity on formats and price points, these are the starting shapes I use most often. Final scope always depends on the specifics of your situation.
Build one working feature or pilot-ready slice of your product in 1–2 weeks. Designed to test a real-world behaviour, not just a prototype in a deck.
Launch a usable product with auth, payments, and basic analytics in 2–3 weeks—with enough structure to support real users, but still lean enough to iterate.
Ship a production-ready SaaS or PWA in 4–6 weeks with admin, metrics, and documentation. Built for teams who need something investors, partners, and customers can all take seriously.
Ongoing technology and product leadership: roadmap reviews, hiring support, architecture decisions, and honest “does this actually make sense?” conversations with the CEO and board.
A compact engagement focused on one knotty decision: rebuild vs refactor, keep vs replace a core system, pivot vs double-down on a product line, or similar.
All figures are starting points and exclude taxes where applicable. Exact scope and fees are agreed once we’ve clarified the problem and constraints.
We strip the work back to the real question: what decision are we trying to enable, and what would “good” look like from both a technical and commercial standpoint?
We map constraints (team, time, capital, market) and define a small number of realistic options. This is where architecture and business model stop being separate conversations.
We pick a path and move. That may mean a sprint build, a roadmap shift, or a recommendation to the board— but it always ends with a concrete next step, not just a document.
Share a brief outline of your situation, and I’ll respond with whether I’m a good fit and what a sensible starting engagement might look like.