Product-driven development
Every piece of work starts from one question: does this move the product and win the next thousand customers? It shapes what gets built, and what quietly gets dropped.
Fractional CTO & VP of Engineering
Engineering organizations that deliver predictably.
Beverly Technology Solutions gives startups and growth-stage companies senior engineering leadership on a fractional basis. I build teams that ship fast and hit their commitments, and turn engineering into an advantage the business can plan around. More than twenty-five years of doing it, starting week one.
Trusted with engineering organizations from two to two hundred engineers across health tech, fintech, security, data, and AI.
Senior leadership, measured in outcomes.
Every engagement runs on the same handful of convictions about how strong engineering teams operate.
Fast delivery that stays fast
Ship quickly, and stay quick quarter after quarter, without the burnout that makes speed a one-time thing. Quicker, more reliable delivery is what lets sales commit to dates and the business move when an opportunity shows up.
Security and compliance that hold up
SOC 2, HIPAA, GDPR, ISO 27001, PCI. Programs built so the security underneath is real, which is why they pass audits and answer customer questionnaires without a fire drill.
Technical credibility, still hands-on
Architecture and code review from someone who still builds. A production multi-agent AI platform, hyperscale distributed systems, real-time data. Your engineers will know the person reviewing their work understands it.
More from the team you have
Before adding headcount, get more from the people already there through clearer priorities, less friction, and unblocking. Then grow deliberately, with leveling and career paths that make it somewhere people want to stay.
A complete operating playbook
Processes, policies, engineering ladders, and frameworks refined over 25 years and a lot of hard lessons, adapted to your situation and deployed right away. Close to a year of organizational scaffolding, stood up in a month.
Built for the stage you're in, and the jump to the next one.
Different sizes bring different problems, and the hardest ones tend to show up in between, when what worked before stops working. I have run all of these, and the messy transitions between them.
Getting to a first version
Early, pre-team or close to it. Get a real product in front of users quickly, and make the early architecture and hiring calls that keep your options open instead of boxing you in a year from now.
Standing up the team
Hire the first engineers and set how they work: cadence, code review, and habits that hold as you add people. A small team with the right habits will outrun a big one without them.
Growing without the wheels coming off
Take a handful of engineers to a real organization while delivery stays predictable and quality holds. Add the structure that speeds people up, and keep it from hardening into process for its own sake.
Getting through the hard turns
The inflection points are where things break: MVP to scale-up, scale-up to an organization that has to keep the lights on and still move. Re-architecting, re-orging, and shipping through the change without stalling the business.
Fractional CTO or VP of Engineering, scoped to what you need.
Some companies need a technology leader in the room with the board. Others just need delivery to become predictable. Often it starts as one and grows into the other.
Own the technology function.
For founders and boards who need a senior technology leader accountable for strategy, security, operations, and the room, without a full-time executive hire yet.
- Technology strategy and architecture governance
- Security and compliance program ownership
- IT operations and vendor management
- Board, investor, and customer technical communication
Own engineering delivery.
For companies whose product is real and whose team is capable, but where delivery is unpredictable, quality is uneven, or the org needs structure to scale.
- Delivery cadence and predictability
- Team health and engineering culture
- Hiring, leveling, and performance management
- Quality standards and code review
The day-one playbook
An engineering operating system, ready to deploy.
Most fractional engagements spend the first two months writing the documents. This one starts with them already written, then customizes and rolls them out incrementally so nothing lands as bureaucracy.
Deployed incrementally and by highest pain first. Process that is not earning its keep gets cut.
- Agile process, sprint cadence, and code review standards
- Quality engineering, CI/CD, testing, and on-call
- Security policies, ISMS, and compliance mappings
- IT operations, vendor management, and access control
- Hiring loops, leveling frameworks, and career ladders
- Technology strategy and board-level communication
Track record
What changes when it is run this way.
A sample of outcomes from past engagements. Different companies and stages, the same way of working each time.
2 months to 5 daysTime to market, after restructuring delivery
70% fewer defectsAfter building a quality-engineering function
45 days to 12 hoursMean time to resolution, after observability and CI/CD
1 churn in 2+ yearsRetention, up from a three-month baseline
$2M contract savedRescuing an at-risk enterprise account
Zero to a full teamBuilt from the first hire into a high-performing org
Not sure which engagement fits?
That is exactly what the first call is for. Thirty minutes to understand where you are and whether this is the right help.