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.
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.
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.
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.
Build something that lasts
I put governance, reporting, and supplier management in place so technology is owned by the business as a function, with clear accountability and decisions that hold up over time.
The aim is a technology function the business owns and runs with confidence.
CREDIBILITY
I've spent 15 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.
15 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
Independent2024 to present
Fractional and Interim CTO
Engagements across telecommunications, manufacturing, media, compliance, education and agriculture. Strategy reviews, technology assurance for boards, and hands-on transformation programmes.
National Milk Records, AB Foods Plc2021 to 2024
Product and IT Director, Executive Board Member
Executive board member of the UK's leading dairy data and diagnostics business through the period leading up to its acquisition.
Oxford Royale Academy2019 to 2020
Chief Technology and Digital Officer
Built the digital and technology function for an international education business, supporting commercial growth across multiple programmes and geographies.
Wilmington Plc2015 to 2018
Chief Technology Officer, Executive Board Member
Three years on the Executive Committee of an LSE-listed risk and compliance group: platform consolidation, supplier rationalisation, and the integration and separation work that comes with active corporate development.
Reed Business Information, RELX Plc2011 to 2015
Director of Technology
Technology leadership across one of the UK's largest B2B information businesses, sitting on the divisional Executive Leadership Team. Platform migrations, vendor consolidation and operational improvement at scale.
Reed Business Information, RELX Plc2005 to 2009
Head of Product Development
First period at RELX. Led product development across digital information platforms, building the product and engineering foundations for later leadership roles.
WRITINGS
Articles for CFOs and leadership teams dealing with technology decisions.
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You Sign Off Millions in IT Spend. Can You Say What You're Getting?
The questions most CFOs aren't asking — and should be.
16 February 2026
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95% of AI Projects Fail. Yours Doesn't Have to.
What a CFO should actually ask before approving a six-figure AI proposal.
2 January 2026
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The Finance Director's 90-Day Plan to Control AI Spending
A practical framework to govern AI investment, assign accountability, and stop wasting budget.
2 January 2026
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204 Nationally Significant Cyber Attacks in One Year
What the 130% increase in UK cyber incidents means for your board obligations.
7 December 2025
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.