Technology Strategy
I turn a vague sense that we need to fix our tech into a clear, costed plan you can act on and take to your board.
Most technology problems I get called into are not really technology problems. They are decisions that never got made, or got made by accident. A technology strategy fixes that. It is a short, plain-English document that connects what the business is trying to do to what you should build, buy, keep, or kill, and what each of those costs.
I write it so a non-technical founder or board can read it in one sitting and approve a budget from it.
What it covers
- A current-state read of your stack, team, and spend, in plain language
- Build, buy, and partner decisions for the next 12 to 18 months
- Platform and architecture direction so you are not rebuilding in a year
- A security and data baseline sized to your stage, not an enterprise checklist
- Where AI and automation genuinely help, and where they are a distraction
- A people and hiring plan: which roles you need and in what order
- A sequenced roadmap with rough costs and dependencies
- The two or three risks most likely to hurt you, and how to defuse them
Who it’s for
- Founders and execs who sense the tech spend is not buying results
- Boards and investors who need an approval-ready plan, not a pitch
- Growing companies whose systems grew by accident and now fight each other
What you get
- A written technology strategy you can hand to your board
- A one-page current-state summary with the honest version of where you stand
- Prioritized recommendations, each tied to a business outcome
- A sequenced roadmap with rough costs and timing
- A walkthrough call so the plan lands with your team, not just on paper
How it works
- 1
Discovery call
We talk through the business goals, the pain, and what success looks like. No prep needed from you.
- 2
Review
I dig into your stack, team, spend, and whatever documentation exists, and talk to the people doing the work.
- 3
Draft
I write the first version of the strategy and the roadmap, with costs and trade-offs made explicit.
- 4
Walkthrough
We go through it together, pressure-test the assumptions, and adjust.
- 5
Handover
You get the final document and a clear next step. We can stop there or roll into ongoing fractional CTO work.
What a technology strategy actually changes
A good strategy is not a document that sits in a drawer. It changes how you spend. Once the plan is written, every tool renewal, every hire, and every build-or-buy call has a reference point, which is the difference between a tech budget that compounds and one that leaks. I have seen companies cut a real chunk off their monthly software bill simply by writing down what they actually use and why before signing the next renewal.
Strategy is also the thing that makes everything else cheaper to do well. A clear plan is what a product roadmap sequences against, what a architecture review measures the current system against, and what a fractional CTO executes month to month. If you only do one piece of technical work this year, make it the one that gives the rest its direction.
Why work with me
I’m Matt George, a fractional CTO for SMBs and early-stage startups and the founder of the venture-backed legal-tech company Injuria.ai. I have built and shipped real products end to end, from scrappy MVPs to data and AI infrastructure running in production, so the advice here comes from doing the work rather than talking about it. You get a senior technical partner with nothing to sell you, no vendor kickbacks, and a bias toward shipping.
FAQ
How is this different from an IT plan?
An IT plan lists systems and licenses. A technology strategy starts from the business and works backward to what you should build and spend. It is written for decision-makers, not sysadmins.
Will you recommend specific vendors?
Where it helps, yes, but I have nothing to sell you and take no vendor kickbacks, so the recommendation is based on your situation and not a partnership I am paid to push.
How often should a strategy be revisited?
Roughly every 6 to 12 months, or whenever something big changes: a raise, a pivot, a major hire. I can do a lightweight refresh rather than starting over.
What if we want help executing it?
That is the natural next step and what most clients do. The strategy rolls straight into fractional CTO or interim CTO work.
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Let’s ship it! 🚀
Whether it’s legal tech, an AI platform, fractional CTO leadership, or a problem you just want a second set of eyes on, grab a time that works.
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