Month to month
What a Fractional CTO Engagement Looks Like at a Startup
No transformation office. No governance deck. You bring me the technical problem blocking the company; I work with your team to assess it, fix it, or build what is missing — an architecture call, a risky product slice, unblocked delivery, your first senior engineer, or the conclusion that you do not need a CTO yet.
Diagnosis
Start With the Problem, Not the Role
Founders rarely arrive with a clean CTO-shaped gap. They arrive because a launch keeps moving, nobody trusts the architecture, an AI prototype works only in the demo, or a vendor has become impossible to manage.
The first job is to find the constraint behind the request. “The developers are slow” may mean the roadmap changes three times a week. “We need to scale” may mean one customer is asking for a security review. “We need an AI strategy” may mean the company needs one useful workflow in production.
That diagnosis keeps the engagement small and focused on the problem the company has, instead of installing a CTO function it is not ready to support.
Onboarding
What the First Two Weeks Look Like
Enough context to act. Not a quarter spent discovering the company.
Get access
I join Slack, talk to the founder and the people building the product, read the code and existing decisions, and look at the customer or business pressure behind the request.
Find the real constraint
Architecture, product direction, team shape, delivery, vendor risk, or simply a decision everyone has avoided. Usually there are several problems and only one matters now.
Make the first change
A decision, a prototype, a hiring call, a smaller roadmap, a fixed deployment path. I would rather change one important thing than deliver forty observations.
Say what not to do
Startups lose more time to premature work than missing work. A useful first pass includes the rewrite, hire, platform, or process the company can safely postpone.
Models
Three Ways I Usually Work
The shape depends on whether you need judgment, a proof, or temporary ownership.
Advisory
The team can execute. The founder needs someone experienced to pressure-test architecture, roadmap, hiring, or product decisions.
Usually a weekly conversation plus direct async access.
Advisory + MVP
The decision needs evidence. I help choose the path and build one bounded slice that proves or kills the riskiest assumption.
Useful for AI products, integrations, and new technical bets.
Embedded
The startup needs someone temporarily carrying the engineering function: team, delivery, architecture, hiring, and founder communication.
Heavier involvement until the team or a full-time leader can take it.
Current ranges and what each model includes are on the pricing page.
Cadence
The Week Is Deliberately Light
Startups do not need another layer of meetings. I normally work in the channels and tools the team already uses: Slack for fast questions and visible decisions, the repository when code is the shortest path to truth, and one recurring conversation with the founder or team to clear what cannot be handled async.
Some weeks are mostly decisions. Some require a prototype, an architecture review, interviews, or sitting with an engineer until a blocked path becomes clear. The mix changes because the company changes.
I do not sell a fixed ceremony. I sell enough involvement to remove the current constraint without making the startup dependent on me.
Signals
What You Should See Changing
A hard decision gets made
The stack, vendor, product boundary, architecture, or hire stops living in limbo.
Something risky becomes real
A prototype reaches users, an AI workflow gets evaluated, or an integration proves it can survive production.
The team needs less translation
Founder intent, product priorities, and technical choices start pointing in the same direction.
The next hire becomes obvious
You know whether the gap is engineering, product, leadership, or not a hiring problem at all.
Terms
It Is Month-to-Month for a Reason
A startup can change shape in six weeks. Funding moves, a customer changes the roadmap, a senior engineer steps up, or the original technical bet turns out not to matter. The engagement has to be able to change with it.
Sometimes I stay involved at a lower advisory cadence. Sometimes the company hires a full-time CTO or engineering lead. Sometimes the bottleneck is solved and there is no reason to invent another one.
The paperwork should stay simple: what we are trying to change now, the monthly fee, confidentiality and IP, and a short cancellation clause. The useful relationship happens in the work, not in a twenty-page statement of work.
Limits
When This Is the Wrong Fit
- You need a technical co-founder. If technology is the company and needs permanent founder-level ownership, fractional is a bridge at best.
- You already know exactly what to build. Hire engineers or a delivery partner. You do not need CTO judgment for defined execution.
- You want a report, not involvement. A bounded technical assessment is a better fit.
- The role is already full-time. If one company needs exclusive daily leadership, hire for the job you actually have.
Background
About Me
I'm Ezequiel Actis Grosso, a technology leader with 25 years in software — from Buenos Aires to Miami, and from San Francisco to Sydney, across global corporations and fast-growing startups.
For the past decade I've worked with founders in Latin America and the United States — helping them move fast, find product-market fit and scale their B2B SaaS products, without the over-engineering that slows them down.
Ezequiel Actis Grosso
Fractional CTO
- Architecture for AI products in production
- Technical due diligence for investors
- From zero to first customer with MVP delivery
Next step
Start With the Technical Decision in Front of You
You do not need to arrive with a role description. Bring the launch, architecture call, AI prototype, team problem, or hire you cannot evaluate. We can work out whether it needs a fractional CTO at all.
Book a 30-min CallFAQ
Frequently Asked Questions
How should a fractional CTO engagement be structured?
Start with the startup's immediate bottleneck, not a generic CTO job description. Agree on what should be different in the next month, give the CTO access to the founder, team, product, and code, and keep the engagement month-to-month.
How many hours per week does a fractional CTO work?
Most engagements use one to three days per week, with direct access through Slack and a small number of recurring conversations. The exact time depends on whether you need advice, a bounded build, or someone temporarily running engineering.
How long does the engagement last?
There is no fixed term. Some bottlenecks take a few months; other engagements continue until the startup hires a full-time leader or the team can carry the work. Month-to-month terms let the role shrink or stop as the company changes.
What happens in the first weeks?
I get access to the product, code, data, and team; identify the real constraint behind the request; make or ship the first consequential change; and leave a short list of what to do next and what not to touch yet.