You've proved there's demand. Now product and engineering need to catch up fast.That means protecting ARR, keeping key customers, and stopping every board meeting turning into an inquest on delivery.
Fractional CTO/CPTO for UK B2B SaaS at £1m–£5m ARR
I help UK CEOs and founders stabilise delivery, protect key renewals, and give the board confidence that product and engineering can support your next stage of growth.
Who this is for
This is for UK B2B SaaS companies where:
You're at £1m–£5m ARR with 10–50 total staff.
You have 5–20 people in product and engineering.
You build and sell software: SaaS, platforms, APIs, products, or tools.
Your revenue depends on what your own teams ship.
You're likely approaching or just past product-market fit, under pressure to grow ARR, protect renewals and expansions, and to show the board that product and engineering can keep pace with growing customer and commercial demands.Your existing team is capable but stretched thin. Delivery keeps slipping. Customer escalations are landing on your desk.You are not yet ready to hire a full-time CTO or CPTO, or your existing one needs experienced support to handle what is coming next.
How I help
I work with a small number of clients at a time so I can stay close to the details while bringing an external, unbiased perspective.Sometimes I'm your first senior product and technology leader. Sometimes I work alongside your existing CTO or CPTO to give them experienced support, an outside view, and the breathing room to lead effectively.The support I provide focuses on five core areas that directly protect and grow revenue.
Revenue retention and expansion
Protecting renewals and unlocking expansions by fixing the product and delivery issues behind churn and stalled accounts and tying roadmap decisions directly to specific customers and revenue goals.
Example: Identifying that your top three at-risk renewals all need the same missing integration, then fast-tracking that feature ahead of lower-impact work.
Customer-led product strategy
Turning customer feedback, product usage data, and commercial insight into a clear, prioritised roadmap that sales, marketing, and customer success can confidently sell and that engineering can realistically deliver.
Example: Running roadmap reviews with your Customer Success team to surface the five features that would unlock £200k in stalled expansions, then building delivery confidence around those bets.
Predictable product delivery
Establishing practical planning, prioritisation, and execution routines so teams ship what was promised, when it was promised, and tracking planned versus actual delivery so you and your board can see reliability improve over time.
Example: Introducing lightweight commitments and delivery tracking that shows you're now shipping 80% of planned work on time, up from 40% six months ago.
Scaling product and engineering
Designing team structures, roles, processes, and technical foundations that let you grow headcount, revenue, and product surface area without burning people out, creating bottlenecks, or breaking the platform.
Example: Splitting a single overwhelmed engineering team into two focused teams with clear ownership and decision-making authority, then hiring into those structures with confidence.
Product, technology, and commercial alignment
Aligning sales, customer commitments, product, and engineering so you stop selling things the team can't reliably deliver, reducing emergency escalations and making your growth story more credible to investors.
Example: Running a joint session with sales and engineering to define what can be committed in deals versus what needs product review, then documenting that in a simple shareable one-page guide.
How we work together
I offer a flexible engagement model from light strategic input through to embedded leadership, so you get the support you need when you need it most.The engagement depth adjusts to your board pressure, customer risk, and delivery complexity. I work with the people you already have and focus on building internal capability, not long-term dependency.
Strategic input
Typically, a 4-8 hours per month focused on product and technology strategy, roadmap prioritisation, and closing the gap between your commercial goals and what your teams actually deliver.Best for: Companies where product and engineering are under pressure and need an external sounding board, or targeted help with challenges like roadmap planning and prioritisation.
Example: Monthly roadmap review and prioritisation tied to ARR targets, analysis of features to unlock expansion, and ad hoc support on critical product and technology decisions.
Embedded leadership
Typically 2-3 hours per day acting as your CTO or CPTO, or as an experienced partner to your existing leadership, leading product and engineering change, shaping the roadmap, and driving delivery improvements from inside the team.Best for: Companies without senior product or technology leadership, or where delivery and retention risks need immediate support.
Example: Leading weekly planning sessions, establishing delivery tracking, and working directly with engineering teams to stabilise delivery, protect at-risk renewals, and give the board a clear view of progress.
Who I am
I have spent over 30 years in software engineering, technical management, and product and technology leadership for B2B software companies.
Today I work as a fractional CTO/CPTO for early-growth, product-led B2B businesses, helping CEOs and founders stabilise delivery, protect key renewals and expansions, and build product and engineering functions that can support the next stage of growth.Clients trust me to be direct, commercially focused, and transparent. My role is to cut through the noise, and connect product and engineering decisions directly to ARR, NRR, and runway.I focus on building internal capability so your business can scale without me, not on creating long-term dependency.
You can read more about my background and experience on LinkedIn:
What changes after we work together
Before:
Your roadmap is a wish list shaped by whoever shouted loudest, not a revenue plan.
Delivery dates are best guesses that rarely hold, eroding trust with customers and the board.
Your best customers are escalating product issues directly to you or threatening not to renew.
You're not sure whether to hire more engineers, reorganise the team, or replace leadership.
Sales keeps committing to features that engineering hasn't agreed to build.
After (typically 3-9 months):
Your roadmap is tied to ARR and expansion targets, and everyone understands why each item matters.
You're shipping work on time and more predictably, the board stops asking about it every meeting.
Net revenue retention increases as you stop losing customers to fixable product gaps.
Customer escalations drop as you fix the underlying delivery and communication issues causing them.
Sales, product, and engineering are aligned, reducing surprises and building investor confidence.
Your engineering function scales efficiently as you add headcount and revenue without creating chaos.
Let's talk
If this sounds like where you are now, book a confidential 30-minute call to review your biggest delivery and renewal risks.No obligation. No pitch. No fluff.You’ll leave with a clear view of what’s really going on, what it would take to fix those issues, and whether fractional support is right for your company.
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