The levers I work on as a CTO / CTPO

Product & Engineering team design

Roles, interfaces, hiring, management, and capability development.

Clarify roles, build effective interfaces, and increase the organization’s ability to deliver and improve.

• Build or reshape teams according to the product, company stage, and real constraints
• Support CTOs, CTPOs, and managers as their scope grows
• Clarify collaboration across Engineering, Product Management, Product Design, and QA
• Evolve the organization without adding unnecessary coordination layers

Relevant experience: Bedrock Streaming, Jobo, Aster, Agicap, Braderie.Pro, Woonoz, SpeakPlus, Zola, Letmotiv

Product strategy & prioritization

Product vision, discovery, prioritization, roadmap, and value measurement.

Connect business priorities, user understanding, and execution capacity.

• Build a roadmap that makes expected outcomes and trade-offs explicit
• Introduce prioritization mechanisms that protect focus
• Structure discovery and delivery without creating two disconnected worlds
• Define objectives and indicators that support decisions rather than decorative reporting

Relevant experience: Bedrock Streaming, Jobo, Braderie.Pro, Woonoz, Letmotiv, Zola

Technical strategy & scaling

Architecture, debt, reliability, automation, and technical direction.

Evolve architecture, practices, and tooling at the pace the company actually needs.

• Move from a no-code or fragile foundation to an architecture suited to future needs
• Balance technical debt, reliability, speed, and structural investment
• Improve workflows and automate only where it meaningfully reduces friction
• Align the technical direction with the product roadmap and business constraints

Relevant experience: Jobo, Aster, Woonoz, Zola

Strategic advisory for founders and executives

Vision, governance, leadership, hiring, and high-impact decisions.

Bring experienced judgment to decisions that can shape the company for years.

• Challenge Product & Engineering vision and choices with the CEO, CTO, or CPO
• Clarify the leadership needed and the profiles to recruit
• Prepare structural decisions for a board, fundraising process, or reorganization
• Share relevant patterns from comparable situations without forcing a playbook

Relevant experience: Jobo, Aster, Braderie.Pro, Letmotiv, Zola, SpeakPlus

Product & Engineering organization transformation

Diagnosis, operating model, decision-making, adoption, and autonomy.

I step in when growth, complexity, or a change in operating model makes the organization harder to understand and weakens decision-making. The goal is not to add another layer of process, but to realign vision, responsibilities, prioritization, and execution.

This transformation depends as much on leadership, clear responsibilities, and supporting people as it does on changing rituals and tools.

• Diagnose friction through real decisions, interfaces, and work flows
• Clarify roles, responsibilities, and decision rights
• Redesign prioritization paths across leadership, Product, and Engineering
• Move toward a more product-led model when it supports the strategy
• Support managers and teams until new practices are adopted
• Measure progress with a small set of indicators linked directly to the issues being addressed

Relevant experience: Bedrock Streaming, Woonoz, Jobo, Aster, Letmotiv, Zola

Performance management & continuous improvement

Objectives, indicators, learning loops, and decisions.

Give teams and executives useful signals to understand, decide, and adjust.

• Define Product, Engineering, business, and people indicators connected to objectives
• Build dashboards that are understandable and actually used
• Create review loops that turn data into decisions
• Use OKRs when the context justifies them, without making them a mandatory ritual

Relevant experience: Jobo, Aster, Braderie.Pro, Letmotiv