Technology advisory for VCs and boards
An independent, hands-on CTO's view of the technology you're investing in or overseeing. I help you see past the demo: what's real, what's risky, and what it will take to scale.
Every company says it does AI. Few can say where AI is taking their industry.
I talk with at least four founders or CEOs every week. Nearly all of them describe their AI use case well: a copilot here, an agent there, a workflow that saves ten hours a week. Very few can answer the harder question investors and boards need answered: which parts of their market get commoditized next, and where can they build an edge competitors can't copy?
The same gap shows up in architecture, security and team quality. Pitch decks don't show technical debt, a fragile data model, a missing SOC 2 plan, or an engineering team that can't scale. Those are the things that turn into down rounds and rewrites.
I bring the view of someone who has done the work: led NoNighter through SOC 2 Type II, built a 90+ person technology hub at Santander reporting to the CIO, integrated two acquisitions across five countries as CTO of Homie.mx, and presented a portfolio company to investors at Collision Conference.
Advisory services
Pre-investment
Technical due diligence
An objective assessment of a target company's technology before you invest or acquire.
- Architecture, scalability and code quality
- Security, privacy and compliance posture (SOC 2, regulated industries)
- Engineering team, processes and key-person risk
- Product roadmap feasibility and technical debt
- AI claims vs. reality: models, data, defensibility
- Red flags and the investment needed to fix them
Post-investment
Portfolio support
A technology resource your portfolio founders can actually use.
- Architecture and build vs. buy reviews
- AI adoption strategy and governance
- SOC 2 and enterprise readiness
- CTO and engineering leader hiring
- Building LATAM engineering teams
- Fractional CTO cover when a company needs it
Governance
Board of directors advisory
Help your board oversee technology with the same confidence it brings to finance and go-to-market.
- Independent technology advisor or board observer
- Reviewing technology strategy, budgets and roadmaps
- Cybersecurity and technology risk oversight
- Evaluating and coaching the CTO and leadership team
- The right questions to ask management
Strategic
AI strategy, risk & M&A
For decisions that will shape the company for years.
- Where AI is taking the industry, and what that means for the thesis
- Exposure to protocols, standards and regulation like the EU AI Act
- Technology strategy during mergers and acquisitions
- Post-merger platform, data and team integration plans
I've sat on both sides of the table
M&A integration
Homie.mx
As CTO, acquired and technically integrated two companies to expand into Chile, merging codebases, infrastructure and engineering teams across five countries into one platform and one team.
Executive reporting
Santander
As Director of Technology, reported directly to the CIO and presented quarterly results and commitments to Santander Argentina's Executive Committee. Replaced a licensed platform in 6 months, saving ~USD 1M a year.
Investor-ready modernization
SnowBus / ReserveWinter
As Technology Advisor, assessed an outdated platform, defined the strategy to modernize it, recruited the team that relaunched it, and presented the company to investors at Collision Conference in Toronto.
Clear answers, not 80-page reports
- Executive summary with a clear verdict and the top risks, written for partners and board members, not engineers.
- Risk register rating each finding by severity and estimating the cost and time to address it.
- Recommendations you can turn into investment conditions, a 100-day plan, or board follow-ups.
- Debrief call with your partners or board, and optionally with the company's founders.
How a due diligence runs
Scope
We agree on the questions that matter for your thesis, depth and deadline.
Review
Documentation, architecture, code and infrastructure access where available.
Interview
Sessions with the CTO, engineers and product leaders to see how the team really works.
Report
Findings, risk ratings and recommendations, delivered on your deal timeline.
Frequently asked questions
What does a technical due diligence cover?
A technical due diligence reviews a company's architecture and code quality, scalability, security and compliance posture, engineering team and processes, product roadmap feasibility, use of AI, and third-party and open-source risks. The output is a clear report with red flags, risks, and the investment needed to fix them.
How long does a technical due diligence take?
It depends on the deal and the company's size. A focused pre-term-sheet review can be done in days; a full diligence for a larger round or acquisition takes longer. We agree on scope and timeline before starting so it fits your deal schedule.
Why does a board need an independent technology advisor?
Most boards are strong on finance, go-to-market and operations, but technology risk, AI strategy and engineering spend are harder to evaluate. An independent technology advisor helps the board ask the right questions, interpret what management reports, and spot risks before they become expensive.
Can you support our portfolio companies after the investment?
Yes. I work with portfolio founders on architecture, AI adoption, SOC 2 readiness, hiring and engineering leadership, and can step in as a fractional CTO when a company needs more hands-on support.
Do you help with technology integration in M&A?
Yes. I advise on technology strategy during mergers and acquisitions: assessing the target's stack and team, identifying integration risks, and planning how platforms, data and teams come together after the deal. I wrote about it in Insights on Technology Strategies during an M&A.
How do I engage you as an investor or board?
Send me a connection request on LinkedIn followed by a DM with your firm, the type of support you need and your timeline.
Evaluating a deal or a portfolio company?
I don't use contact forms. Reach me on LinkedIn:
- Send me a connection request.
- Follow it with a DM mentioning "VC/Board Advisory", your firm, and your timeline.
Confidentiality and NDAs are standard for diligence work.