UNDERSTANDCurrent picture
Product, team, architecture and dependencies.
OUTSOURCED TECHNICAL LEADERSHIPCTO AS A SERVICE
ROMAIN GROSS / RGAIX CTOThe technical course.
The technical course.
The decisions
that move things forward.
Your team builds. Your company evolves. We connect architecture, priorities and organisation to give execution a direction.
DECIDEPriority trade-offs
Value, risks, debt and capacity.
MOVE FORWARDRoadmap
Actions, owners and checkpoints.
Decide with the business. Explain to the team. Hold the trajectory.
The CTO connects architecture, priorities, risks and the real capacity to deliver.
The role of the CTO: make technical choices understandable, then organisable.
THE MANDATEWhere we step into
Where we step into
your decisions.
01
Architecture & trajectory
Examine the existing system, identify the critical dependencies and build a realistic target. An architecture decision must state the problem addressed, the options and the consequences for operations.
02
Priorities & technical debt
Make technical work comparable to business stakes: risks, effort, expected benefit and dependencies. Debt becomes an explicit trade-off instead of an invisible list.
03
Organisation & team
Clarify the roles, the acceptance criteria and the place of the technical lead. Support reviews, hiring and growing autonomy without taking every decision away from developers.
04
Budget & partners
Put needs, capacity and supplier commitments into perspective. Prepare the decisions to build, buy, simplify or postpone.
THE FIRST DELIVERABLES
Leadership made tangible.
Map of the existing system
The applications, the flows, the dependencies and the people who know them.
To share the same understanding of the system.Decision record
The major technical choices, their reasons, their trade-offs and their owners.
To keep a memory of the arbitrations.Prioritised roadmap
The topics to handle, the expected effects, the dependencies and the acceptance criteria.
To move from an intention to a work plan.Governance rhythm
The operational reviews, the moments of arbitration and the information to make visible.
To decide at the right level.THE FORMATSThe level of involvement
The level of involvement
follows your context.
The assignment is defined by a mandate and deliverables. Cadence alone does not say what a CTO actually takes charge of.
Install leadership over the long run.
Regular reviews, agreed availability and a roadmap followed with the team and the decision-makers.
Get past a milestone or take over.
A bounded assignment to secure a phase: taking over a team, a transformation, a rebuild or a handover of responsibility.
Shed light on an important decision.
A narrow scope around an architecture, an audit, an organisation or a choice of partner.
THE RESPONSIBILITIES
A CTO works with your decision-makers.
| RGAIX / CTO | Your company |
|---|---|
| Technical analysis, scenarios and recommendations | Business objectives, constraints and strategic priorities |
| Running the trade-offs and tracking technical decisions | Budget decisions and validation of the direction |
| Support for the leads and the organisation | Access to the teams and availability of people |
| Visibility on risks and dependencies | Choice of risk level and business calendar |
GOOD TO KNOW
A CTO does not automatically replace a product owner, a project manager or a development team. The roles required are identified during framing.
Does Romain write code instead of our team?
The main role of the CTO is technical leadership: trade-offs, architecture, organisation and quality. Hands-on work can be included in the scope.
Does it work with an existing IT department?
Yes, on a defined scope: a product, a modernisation programme, support for a team or a transition assignment, in coordination with your governance.
How do we start?
A conversation defines your stakes and the level of involvement expected. We then frame the assignment and its first deliverables.
CONCRETE EXAMPLE / SCENARIO
A team that ships, but decisions that pile up.
Software SME / technical leadership to structure
Illustrative scenario, not attributed to a real client.
01 / The starting situation
Developers arbitrate alone between commercial requests, technical debt and incidents. The director lacks the visibility to choose the next investments.
02 / Our intervention
Map the stakes, organise the trade-offs with the business, build a roadmap and define the role of the leads as well as a governance rhythm.
03 / What would be delivered
A shared trajectory, a record of decisions and a reading of risks and dependencies. Priorities no longer rest solely on the latest emergency.
A team that moves.
A direction that holds.
Tell us about your organisation and the decisions waiting for you.