Fractional Technology Director · Salesforce Platform Manager
Technology leadership for companies that grew faster than their systems.
I help growing companies run their technology well without hiring a full-time technology executive. Eight years as the internal technology leader of a company that scaled from 15 employees to roughly 100, and four years advising others on the same problems from outside. I set direction, and I do the work.
The situation I usually walk into
Technology grew organically alongside the business. Salesforce, or something like it, became business-critical without anyone deciding that it would. SaaS applications accumulated, each solving one problem and creating two more at the seams. Reporting depends on whoever is willing to build the spreadsheet.
And the CEO or COO is making technology decisions by default, because nobody else owns them.
That is a leadership gap, not a staffing gap. It does not get solved by another administrator or another tool.
They keep the lights on: devices, network, helpdesk. I own the systems the business runs on, and the strategy, integration, and automation around them. Most companies have a capable IT partner and still have nobody who owns this.
Roughly $10M to $150M in revenue, 10 to 200 internal employees, often supporting a much larger contractor or field workforce. No CTO, CIO, or technology director. A business that needs someone who can both set direction and build.
Two ways to work together
Fractional Technology Director
For companies that need a technology leader, not a full-time one.
- Technology strategy and roadmap across the business
- Systems architecture, integration, and consolidation
- Vendor evaluation, contracts, and renewals
- Security and risk posture
- AI adoption, practically applied
- Direct advisory to the CEO or COO
Salesforce Platform Manager
For companies where the platform has outgrown ticket-taking.
- A platform roadmap that is owned and maintained
- Standing reviews with each department that uses the system
- Proactive automation: Flows, Apex, integrations
- Data governance and reporting design
- Adoption, enablement, and user training
- Sandbox build and controlled release to production
Background
I joined a private aviation and travel firm in operations and proposed the Salesforce platform the company now runs on. When the VP of Engineering left, I absorbed his remit into a broader charter covering every system in the business. Since then I built business intelligence and engineering into departments of their own, developed the leaders for both and handed the functions off, stood up an offshore engineering team in India, and led the company's adoption of AI.
Alongside that I kept consulting clients for about four years each. When I went independent, that employer of eight years retained this practice as a client.