As a technical founder, you're used to being the smartest technical person in the room. Your co-founder defers to you on architecture decisions. Your early hires look to you for direction. But that can be isolating when you're facing decisions with 5-year consequences and no one to pressure-test your thinking.
I work with technical founders because I understand the unique challenges of your role. You're not just a CTO... you're a founder. The technical decisions you make are inseparable from the business strategy. You can't just optimize for engineering elegance; you have to balance velocity, runway, and long-term maintainability in ways that pure technical leaders never face.
My approach is collaborative, not prescriptive. I'm not here to tell you what to do... I'm here to help you think through the implications of your options. When you're considering a major architecture change, I ask the questions that surface hidden risks. When you're evaluating a vendor, I bring perspective from companies that made similar decisions at your stage. When you're frustrated with progress, I help distinguish between real problems and founder anxiety.
The best technical founders I work with use me as a thinking partner... someone who can engage at technical depth but also understands the business context that shapes every decision. We might spend one session debugging a production issue and the next discussing hiring strategy. That range is the point.
I'm especially valuable in the early stages, when decisions compound quickly and the cost of getting things wrong is highest. The architecture you build now becomes the foundation for everything that follows. I help you get that foundation right without over-engineering for problems you don't have yet.