I work directly with founders and operators when software delivery has become expensive, opaque, or dependent on a provider the company cannot confidently evaluate.
My role is to create an evidence-backed operating view, make the hard technical decisions legible to leadership, and rebuild the parts of the system that prevent reliable delivery. I use “I” deliberately: this is senior practitioner-led work, not a sales layer in front of an anonymous delivery team.
The work is designed to leave the company stronger. That means client-controlled accounts, explicit decision records, operating documentation, enforced approval boundaries, and a handoff a qualified successor can actually use.