LET'S TALK ABOUT:

• Technology management at startups.

• Why a startup does not need a CTO for the first 4 years.

• Dev agency representation for all businesses (like a lawyer).

• The fractional model.

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My story starts as the quintessential 13-year-old kid who learned to write code entirely on his own… Yes, I still did everything else a 13-year-old does.

Fast forward a few years, in the midst of the dot com crash in early 2000, companies did not hire anyone without a degree. I decided to start contracting my development experience which by then accumulated to nearly 7 years.

My first job was working for a subscription video distribution company where I rose through the ranks from a junior developer, to lead architect in three short years. My code directly produced $30M of transactions monthly in 4 currencies and 20 countries.

A few years later, in hopes of differentiating my experience, I moved on to a consulting firm learning the ropes of enterprise sales, consulting, and solution design. In this job, I acquired empathy for the users of the software and the bad UI/UX that plagued so many of them.

By then the entrepreneurship bug had bitten me and I went off on my own to build a consulting firm, netting very large clients at the very young age of 25. At that point something pivotal happened in Montreal, there was a school shooting at a local college.

This event caused the city’s cell phone network paralyzed as frantic parents of thousands of students tried to phone the school and friends to find out what was happening. Seeing a solution to this problem, I built my first startup to allow schools to masse communicate with their student body in minutes over SMS. This startup, while having many letters of interest from institutional clients, failed to launch and took down my consulting business with it.

The experience acquired through this has fueled the next stage of my career growth as I went back to full-time employment armed with the scars of a business owner. From lead architect through to Chief Technology Officer in 5 short years, it was a success story of sorts.

But that was not enough, during his employment time, I saw and experienced so many problems that plagued my employers; from inefficient hiring practices to bad technology management, I needed to do something.

In this third stage of my career, I now offer solutions to these problems. From fractional technical leadership to mentoring and coaching, technical recruitment, technical organizational design, and much more; I built a very niche consulting firm serving a distinguished set of clients who aspire for greatness.