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Fractional CTO · London & South West

Mid-market businesses in the South West need a CTO. Many don't have one.

I work with mid-market businesses in London and the South West that do not have a CTO — helping leadership teams take control of technology, suppliers, risk and change.

Let's have a conversation

I don't work with start-ups. I don't work outside London and the South West.

THE PROBLEM

When IT reports to the CFO, something always gets squeezed

When IT reports to the CFO, something always gets squeezed. Either the business runs on systems that gradually fall behind, or the FD ends up making technology decisions they were never trained for — while still doing two full-time jobs.

Most mid-market businesses don't need a full-time CTO. But they do need someone who can own the technology strategy, hold suppliers to account, and translate what's actually happening to the board. That gap — between outsourced IT support and executive-level technology leadership — is where problems grow.

HOW I WORK

Three steps. No ongoing dependency.

1

Start with a technology audit

I review your technology landscape, contracts, suppliers, and spending. You get a plain-English report on where you stand, what's working, what isn't, and where the risk sits.

2

Take technology off the CFO's desk

I attend your board meetings, manage your IT suppliers, challenge vendor proposals, and translate technology decisions into language your leadership team understands. The CFO stops being the default technology owner.

3

Build something that lasts

I put governance, reporting, and supplier management in place so technology is owned properly — not just while I'm there, but after I leave.

The aim is to leave you with a technology function that can run without me.

CREDIBILITY

I've spent 25 years in technology leadership — as CTO, Technology Director, and board-level advisor. The businesses I work with are established and profitable. They don't need a startup CTO. They need someone who can sit in a board meeting and a server room in the same week and make sense of both.

Executive MBA, Henley Business School. Digital MBA, CTO Academy. Board-level technology leadership across media, data, education, and professional services.

25 years

technology leadership

£10m–£100m

typical client revenue

9 acquisitions

technology due diligence & integration

3 divestments

technology separation & carve-out

EXPERIENCE

Where I've done this before

National Milk Records£25m revenue

IT Director

Led technology strategy and delivery for the UK's leading dairy data and diagnostics business. Responsible for all technology operations, supplier management, and board-level reporting.

Wilmington PLC£122m revenue

CTO

Technology leadership across a portfolio of information and data businesses. Led technology through multiple acquisitions and divestments, platform consolidation, and group-wide strategy.

Oxford Royale Academy

CTO

Built the digital function for an international education business. Designed and delivered the systems that supported rapid commercial growth.

Reed Business Information

Technology Director

Managed technology for one of the UK's largest B2B information publishers. Delivered platform migrations, vendor consolidation, and operational improvement at scale.

WRITINGS

Articles for CFOs and leadership teams dealing with technology decisions.

View all writings →

CONTACT

Let's talk about your technology

A conversation costs nothing. I'll tell you whether the gap you're describing is something I can help with — and if not, I'll point you in the right direction.

Based in Malmesbury, working across London and the South West.

hello@mikefraser.me LinkedIn ↗