For interim management firms and investment funds.

Interim management

When a technology department or IT function finds itself without a leader (a departure, rapid growth, a crisis), I take the role for as long as necessary: I stabilise the team, take back control of the budget and suppliers, put the roadmap back in order, then prepare and support the arrival of a successor.

What I bring

• CTO at five companies since 2012, from startup to large group.
• Organisations of up to more than 90 people, in France and abroad, in-house and contractors.
• Budget, purchasing and suppliers, not just technology.
• Regular reporting to the CEO and the firm, in business language.

Technical due diligence

Before an investment or an acquisition, I tell you what the technology is really worth: its strengths, its risks, and what it will cost to scale. I have already led several audits of this kind; the audited companies remain confidential.

What I look at

• Code, architecture and technical debt.
• Infrastructure, security and service continuity.
• The team: skills, organisation, dependence on a few key people.
• Costs (cloud, licences, contractors) and how they are trending.
• The roadmap: what is realistic, in what timeframe, with which hires.

What you receive

• A summary an investment committee can read, with deal-breakers and points of attention.
• An estimate of the tech investment needed after the deal.
• A plan for the first 100 days.

A confidentiality agreement is signed before any documents are exchanged.