Technical leadership that has done the job before
I co-founded an interactive live-streaming platform, wrote its first line of code, set its architecture, and led engineering for six years — growing the team from three people to around fifty and steering it through an acquisition.
That means I can step in and own the technical side of a company: the architecture, the team, the standards, and the judgement calls that decide whether a product scales or stalls.
Where an interim CTO helps
- Founders without a technical co-founder who need someone to own architecture and early hiring, and to translate product goals into a system that can grow.
- Scaling teams that have outgrown their original setup and need structure (clear boundaries, testing, CI/CD, and a hiring bar) before things grind to a halt.
- Companies in transition (a departure, a pivot, an integration after an acquisition) that need a steady, experienced hand on engineering for a defined period.
How I lead
The architecture and the team mirror each other, so I work on both at once: simple, reversible designs and a team that can keep shipping safely as it grows. I keep decisions visible and explained, and I stay hands-on enough that my advice is grounded in the codebase I'm working in.
Let's talk
I take interim and fractional CTO engagements remotely, in Dutch or English, on Taipei time, with my availability kept open during European hours. Tell me where your engineering is and where it needs to be.

