Part-time technology leadership
Fractional CTO for UK organisations
I provide senior technology leadership where clear ownership and board-level advice are needed but a full-time CTO is not. I lead the remit personally; Dead Simple Computing Ltd contracts the work, which is delivered within its applicable insurance and governance controls.
What I can hold within the remit
- Maintain a technology plan tied to the organisation's priorities, constraints and budget.
- Prepare architecture, platform, investment and make-or-buy decisions for the board or owner.
- Scrutinise suppliers, proposals, renewals, licensing and technology spend.
- Oversee delivery, dependencies, technical risk and recovery of stalled programmes.
- Clarify team responsibilities, support senior hiring and identify capability gaps.
- Report decisions, risk, cost and progress in language non-technical leaders can use.
When a fractional CTO fits
The model works well when technology has become consequential but leadership is fragmented: suppliers are effectively setting the roadmap, the technical team lacks an organisational mandate, costs are rising without a coherent plan, or a founder or board is carrying decisions it cannot properly test.
It can also provide continuity while an organisation decides whether it needs a permanent CTO. If the need is one difficult question rather than continuing leadership, a focused technical consultancy engagement is usually the cleaner route.
Authority and accountability
A fractional title does not transfer the organisation's ultimate responsibility. The board, owners and named business risk owners remain accountable. My role is to make the technical position intelligible, maintain the agreed plan and exercise only the authority that has been delegated explicitly.
Decisions, owners, evidence and review dates are recorded. That prevents an external CTO arrangement becoming vague advice with no route to action, while keeping corporate decision-making where it belongs.
How the engagement is shaped
- Baseline. Establish the current systems, commitments, costs, risks and decisions already in motion.
- Remit. Agree priorities, days, reporting line, decision rights, meeting rhythm and boundaries with other providers or executives.
- Operate. Maintain the plan, prepare and record decisions, oversee agreed delivery and report at a useful cadence.
- Review. Adjust the commitment as the organisation changes, or hand over cleanly when a permanent role or internal capability is ready.
Technology and security together
Many organisations do not have a clean boundary between technology and security leadership. Where the main gap is security strategy, risk and incident readiness, see the virtual CISO service. A combined remit is possible, but the responsibilities and time available to each part must remain explicit.
Common questions
How much fractional CTO time does an organisation need?
The commitment is set by the remit, not a standard package. A defined supplier or architecture decision may need only a short engagement; continuing leadership is usually agreed as a number of days each month with review points. The scope and reporting expectation are set before work begins.
Does a fractional CTO take over board accountability?
No. The board, owners and named business decision-makers retain corporate accountability. I can prepare decisions, maintain the technology plan and exercise delegated authority within a written remit, with risks and decisions reported back clearly.
Can you work with an existing IT provider or engineering team?
Yes. The role can set requirements, test proposals, clarify responsibilities and oversee delivery while the existing team carries out the work. Any commercial relationship or conflict relevant to a supplier decision is disclosed before that decision is made.
Personally led
You deal with me and I do the work. Dead Simple Computing Ltd contracts and invoices the engagement, while I personally scope, lead and substantially deliver the fractional remit. Any potential supplier or commercial conflict relevant to the remit is raised before it can affect a decision.
Fees are separately scoped to reflect direct senior involvement, complexity, discretion, limited capacity and the bespoke responsibility and availability agreed for the role.
Discuss a fractional CTO remit
Describe the leadership gap, the decisions currently waiting and who the role would report to. I will tell you whether a fractional remit or a focused project is the better fit.