Your platform is becoming a liability
Delivery slows, integrations multiply, reliability is uneven, or no one can explain which technical constraint actually matters.
Healthcare fractional CTO
Executive technology leadership for the decisions that cannot stay fuzzy.
I work with behavioral health and healthcare founders and operators as an experienced CTO and product counterpart, connecting architecture, workflow, privacy, delivery, and revenue before your company pays for avoidable complexity.
$1M ARRTheraMatch and TPN Match reached $1 million in ARR and more than 1 million lives under care in less than 12 months.
22 to 17.5 minutesCharting time across all encounters at One to One Health
$1M+Claims volume across submission, remittance, and payment in six months
3.5MMembers served by digital products at BlueCross
When it fits
What is a technology problem costing you?
I can help when architecture, product, operations, and trust are colliding—and someone needs to own the whole decision rather than optimize one piece.
Your roadmap is disconnected from revenue
Your team is busy, but pilots, enterprise buyers, implementation, and measurable outcomes are not shaping the product clearly enough.
You are unsure whom to hire next
You need an executive view of talent, vendors, delivery ownership, and the operating model before adding more cost.
What we own
A working technology agenda, not a slide deck that creates more work.
Technology and product direction
- Architecture decisions tied to business constraints
- Product priorities and delivery sequencing
- Privacy, security, interoperability, and data-risk framing
- Vendor selection, partner governance, and build-versus-buy
Operating leadership
- Team shape, hiring judgment, and role clarity
- Delivery cadence and executive visibility
- Technical diligence and integration planning
- Clear communication for buyers, investors, and boards
Engagement model
Start with the decision in front of you.
Where we begin depends on how much is known and how quickly the company needs operating ownership.
Executive working session
Frame your investment decision, inspect the current evidence, and identify the smallest useful engagement.
Focused leadership sprint
Produce the decision, plan, architecture, or operating change needed to move with confidence.
Fractional ownership
Lead the product and technology agenda through delivery, hiring, partner work, and the next stage of growth.
Operating evidence
Draw on experience inside healthcare systems.
My most recent work is in behavioral health. I co-founded TheraMatch, led its acquisition by TPN.health, and then led provider networks and technology at TPN. TheraMatch and TPN Match reached $1 million in ARR and more than 1 million lives under care in less than 12 months.
Earlier roles at BlueCross BlueShield of Tennessee, One to One Health, and PerfectServe span payer and member platforms, clinical workflows, healthcare EDI, privacy, implementation, and enterprise growth.
I draw on decisions I have had to make myself. Building and running these systems taught me how product, technical, operational, and commercial choices affect one another.
Common questions
What buyers usually need to know.
What does a fractional healthcare CTO do?
A fractional healthcare CTO owns consequential technology decisions without requiring a full-time executive hire. Responsibilities can include architecture, privacy posture, roadmap tradeoffs, vendor and team decisions, delivery systems, diligence, and translating technical reality for founders, buyers, and boards.
When should a healthcare company hire one?
When product and technology decisions are already affecting revenue, trust, or fundraising, but a full-time CTO is premature, unavailable, or not the first problem to solve.
How is this different from hiring a software agency?
An agency is usually accountable for a defined delivery scope. A fractional CTO is accountable for product and investment decisions: what to build, what not to build, how the system should evolve, how partners are governed, and how technology supports your company.
Start with the hard decision
Bring the workflow, platform, or growth constraint that is too important to leave ambiguous.
Tell me what you need someone to own. We’ll decide together whether the right step is a working session, a focused sprint, or ongoing fractional leadership. My product and technology leadership page explains how those engagements run.
Related reading
Reading for founders choosing leadership.
Guides for practices and essays for founders and operators, gathered in one place.