The Commercial CTO

About the Commercial CTO

Like most CTOs, I spent the first half of my career obsessed with "The How." I argued for rewrites. I chased the newest frameworks. I believed that if the system was designed and built perfectly, the business would succeed. After all, what’s a SaaS without the software?!

I used to be part of the problem.

I was wrong. I watched "perfect" technical platforms bankrupt companies. I watched "messy" legacy systems generate millions in free cash flow.

It became obvious that there was a massive disconnect between the Boardroom and the Engine Room.

• The Board speaks EBITDA, Runway, and Valuation.
• The Engineers speak Kubernetes, Debt, and Velocity.
• The Result: A "Black Box" where capital goes in, and excuses come out.

I founded The Commercial CTO (operated by Reyor Ltd) to fix this translation layer.

The Philosophy

I operate on the doctrine of the Software Engineering Economics Manifesto:

1. Code is Inventory: If it isn't generating revenue, it's a liability.
2. Complexity is a Tax: Headcount only grows if margins grow with it.
3. Reliability is Valuation: Boring, stable systems exit for higher multiples.

Who I work with

I work exclusively with Private Equity Operating Partners and CEOs of Scale-ups (20+ person engineer teams) who suspect their engineering investment is yielding diminishing returns.

I am not the CTO you hire to build a "cool new feature." I am the CTO you hire to find out why the 50 people you already hired aren't shipping it.