Interim CTO

Interim CTO Executive Search

Exec Capital places interim Chief Technology Officers with UK businesses that need experienced technology leadership on a defined-term basis. The CTO is accountable for the technology the organisation builds and delivers — the engineering function, the product technology architecture, the build-versus-buy decisions, and the technical strategy that enables the business to compete commercially. An interim CTO steps into the full scope of this mandate for a defined period, typically three to nine months, providing the technology leadership the business needs during a transition, a transformation, a fundraising, or a critical product or platform build.

This page is for founders, CEOs, boards and investors deciding whether an interim CTO is the right hire, and what good interim CTO recruitment looks like. It covers the situations where an interim CTO earns their fee, how the role compares with fractional, agency and permanent alternatives, what the first 90 days should produce, and how an interim engagement is structured — day rate, IR35, notice and handover to a permanent successor.

Professional bodies such as BCS, The Chartered Institute for IT, and the trade association techUK have long argued that senior technology leadership is now a board-level concern rather than a back-office one, and boards are expected to own technology and cyber risk directly. The government’s Cyber Governance Code of Practice, developed with the National Cyber Security Centre, sets out what directors are expected to oversee on cyber risk — and in most businesses it is the CTO who has to make that oversight possible. An interim CTO who has held this accountability before in a comparable business — who has scaled an engineering team, managed a complex technology estate, and reported to a board on technology strategy and risk — is a fundamentally different appointment from a technical consultant or a senior engineer who has not operated at this level.

How interim CTO recruitment works

Every interim CTO search follows the same six stages. The pace varies with the situation — a business whose CTO resigned last week runs a very different process from one planning a re-architecture for next quarter — so we agree the timetable with you at briefing rather than quoting a standard turnaround. What does not vary is the order of the work: the brief comes first, because an interim CTO search that starts with a vague brief produces a shortlist of good technologists who are wrong for the job.

Because interim CTOs are usually available for only a short window between assignments, the two stages that most often slow a search down are the brief and the interview diary. A brief agreed in one meeting and interview slots held in advance do more for speed than anything we can do in the search itself.

When Businesses Need an Interim CTO

Sudden CTO departure during a critical technology programme. A CTO departure mid-build — during a platform rebuild, a product launch, a major infrastructure migration, or a critical engineering sprint — creates immediate delivery risk. Engineering teams lose strategic direction, architectural decisions stall, and external technology partners lose their primary relationship with the business. An interim CTO who can step in with immediate authority, rapidly assess the programme’s state, and provide the technical leadership that delivery requires is the most effective response.

Technology transformation or platform rebuild. Migrating from legacy architecture to modern infrastructure, rebuilding a core product platform, implementing a new technology stack, or managing a cloud migration all require CTO-level technical leadership with programme accountability. An interim CTO who has led comparable transformations — who has made the architectural decisions, managed the migration risk, and delivered the transformation while keeping the existing product operational — provides the capability that most businesses cannot generate internally.

Private equity investment and technology due diligence. PE investors typically require a rigorous assessment of the technology estate in the early months of ownership — technical debt, architecture risk, engineering team capability, scalability, cybersecurity posture, and the technology investment required to deliver the value creation plan. An interim CTO with PE portfolio experience can complete this assessment quickly and credibly, and then lead the technology investment programme that follows. Technology is increasingly a primary value creation lever in PE-backed businesses, and the CTO’s contribution to EBITDA improvement — through automation, scalability, and product capability — is a direct function of the quality of the appointment. Our private equity recruitment team works with sponsors and portfolio companies on exactly these appointments.

Scaling engineering for a fundraising round or post-investment growth phase. Growth-stage businesses that have secured Series A or Series B funding frequently need to scale their engineering capability faster than their existing team can manage — hiring senior engineers, establishing engineering processes, building the platform architecture that can support ten times the current user base, and creating the technology governance structure that institutional investors expect. An interim CTO who has scaled an engineering function at this stage before compresses the timeline significantly.

Founder or non-technical CEO with no senior technology leadership. Many businesses are led by commercial or product founders who have built their product with a small engineering team but have never had a CTO who can own the technology function at a strategic level. An interim CTO in this context provides the technical authority the business needs for its next phase — credible with engineers, credible with investors, and able to make the architectural and team decisions that the founder cannot.

Cybersecurity incident or technology governance failure. A significant cybersecurity breach, a major platform outage, or a serious data loss event all require CTO-level leadership to manage the technical response, coordinate with the NCSC and ICO where required, remediate the underlying vulnerabilities, and rebuild the technology governance framework. The ICO’s personal data breach reporting requirements impose specific obligations — including reporting a notifiable breach within 72 hours of becoming aware of it — that an experienced interim CTO handles as part of the immediate response.

Bridging a permanent CTO search. Permanent CTO recruitment — particularly for a business with a specific technology stack, a complex product, or a PE ownership context — is a careful process. The wrong permanent CTO appointment is one of the most expensive mistakes a technology business can make: re-architecting decisions made by a CTO who was wrong for the business costs years rather than months. An interim appointment maintains technology leadership through the permanent search and provides the most informed input into what the permanent appointment actually requires. Where the permanent role is the priority, our permanent CTO recruitment service runs alongside the interim placement.

When an interim CTO is the right answer

The situations above share one feature: the business needs a full-time technology leader with real authority now, and either cannot wait for a permanent hire or does not yet know what the permanent hire should look like. The table below sets out the seven scenarios we see most often in interim CTO recruitment, what the interim is there to do in each, and what usually follows.

In each scenario the deciding question is the same: does the business need a technology leader in the building every day, with authority to make and own decisions, for a defined period? If the answer is yes, an interim CTO is usually the right format. If the need is real but intermittent, a fractional arrangement is likely to fit better. If the need is permanent and well understood, go straight to a permanent search.

When an interim CTO is not the right answer

Interim is not always the answer, and we will say so at briefing. If the business has a capable Head of Engineering who simply needs board-level support, a fractional CTO a day or two a week may be enough. If the problem is a single, well-specified piece of work — a security review, a cloud cost audit, a vendor selection — a specialist consultancy may be cheaper. And if the board already knows exactly what the permanent CTO needs to look like and can manage for a few months without one, an interim may only delay the permanent appointment. The value of an interim CTO is authority and full-time presence during a period of risk; where neither is needed, it is the wrong tool.

What an Interim CTO from Exec Capital Will Do

Technology strategy and board reporting. Presenting the technology strategy, engineering roadmap, architectural direction, and technology risk to the board and executive committee in commercial terms. The CTO who cannot explain architectural decisions, technology investment requirements, and platform risks in language that a non-technical board can act on is not operating at C-suite level. This includes maintaining the technology risk register, reporting on cybersecurity posture, and advising on build-versus-buy decisions as commercial rather than purely technical choices.

Engineering function leadership. Managing the engineering team — setting direction, managing performance, building team structure, establishing the engineering processes and practices that enable reliable, scalable delivery. In many interim CTO mandates, the engineering team is the most important legacy the interim executive leaves — a team that is better structured, better led, and better equipped to deliver than the one they inherited.

Architecture and technical decision-making. Owning the technical architecture — the decisions about how the product is built, what infrastructure it runs on, how the codebase is structured, and how technical debt is managed. These decisions have compounding consequences over years and an interim CTO with the authority and experience to make them correctly creates commercial value that persists well beyond the mandate period.

Technology vendor and partner management. Managing the portfolio of technology vendor relationships — cloud providers, SaaS tools, development agencies, security vendors, and specialist technology partners. This includes contract negotiation, performance management, and ensuring the business’s technology supply chain is appropriately governed and commercially structured.

Talent strategy and senior engineering hiring. Defining the engineering talent strategy — what skills the team needs, how to attract senior engineers in a competitive market, how to structure roles and progression — and leading the hiring of senior engineering hires that the interim CTO will not be present to manage on a permanent basis. An interim CTO who does not build the engineering team’s capability during their mandate has not fully delivered the role.

Security and resilience. Owning the security posture of the product and the platform: access control, patching, backup and recovery, incident response plans and the reporting the board needs to discharge its own duties. The NCSC’s Cyber Security Toolkit for Boards is a useful reference for what a board should expect to receive from its CTO, and an experienced interim will often use it to structure the first security report. Where the business needs a dedicated security leader as well, we can run that search through our CISO recruitment practice.

Delivery governance and engineering measures. Putting in place the small number of measures that tell the CEO whether engineering is getting better or worse — how often the team ships, how long changes take to reach production, how often releases fail and how quickly the service recovers. Interim CTOs who leave behind a simple, trusted reporting rhythm give the permanent successor and the board something to manage against from day one.

Cost control. Reviewing cloud, licence and supplier spend, which in many scale-ups has grown without anyone owning it. An interim CTO with commercial discipline can often find savings that go some way to covering the cost of the assignment, though that should be a by-product of the role rather than its justification.

What an interim CTO delivers in the first 30, 60 and 90 days

Interim assignments are short, so the first three months matter disproportionately. A good interim CTO arrives with a plan for the first week and agrees a 90-day plan with the CEO by the end of the first month. The detail varies by scenario, but the shape is consistent.

Days 1–30: assess, stabilise and earn trust

• One-to-one conversations with every senior engineer, product lead and key supplier, and with the CEO, board members and investors.
• A review of the architecture, codebase health, technical debt, security posture, hosting costs and the delivery pipeline.
• Immediate action on anything urgent: unpatched vulnerabilities, single points of failure, access that should have been revoked, a release that should not go out.
• Clear decision rights, so the team knows what the interim will decide and what still goes to the CEO or board.
• A written assessment and a proposed 90-day plan presented to the CEO and, where appropriate, the board.

Days 31–60: decide and start delivering

• The deferred architectural decisions made and documented, with the reasoning written down for the permanent successor.
• A re-baselined roadmap the commercial team can rely on, with scope cut where it needs to be.
• Team changes: roles clarified, gaps identified, and senior engineering hires briefed and under way.
• Supplier and agency relationships reset on clear deliverables, or exited where they are not working.
• A regular board technology report covering delivery, risk, security and spend.

Days 61–90: embed and prepare the handover

• Visible delivery progress against the re-baselined plan, measured with the same few numbers each month.
• Engineering processes — code review, release, incident response, on-call — working without the interim having to drive them personally.
• A view on the permanent role: whether the business needs a CTO, a VP Engineering, or both, and what profile the permanent hire should have.
• A decision with the CEO on the rest of the assignment: extend, convert to fractional oversight, or begin the handover.

At 90 days the board should be able to answer three questions: do we understand the true state of our technology, are we now delivering against a plan we believe, and do we know what permanent technology leadership we need? If the answer to all three is yes, the interim has done the core of the job, whether or not the assignment continues.

Interim CTO vs fractional CTO vs CTO-as-a-service vs permanent CTO

Businesses looking for senior technology leadership have four broad options. They are often confused, and the right choice depends on how much time you need, how much authority the person must hold and how long the need will last. The comparison below is how we explain the difference at briefing.

The distinction between interim and fractional is the one most often blurred. Both are experienced CTOs working outside permanent employment, and some people do both. The difference is intensity: an interim is there every day and runs the function; a fractional CTO provides direction and oversight while someone else runs delivery day to day. If your engineering team needs a leader in the room every morning, a fractional arrangement will feel stretched within weeks.

CTO-as-a-service and development agencies sit in a different category. They can be the right answer for a business that needs a product built and has no intention of building an engineering team yet. The trade-off is that the technology knowledge, and sometimes control of the code and infrastructure, sits outside the business. Many of the rescue assignments we are asked about begin when a business that relied on an agency realises it needs its own technology leader to take back control.

Other ways to hire a CTO

If a full-time interim is more than you need, our fractional CTO service places experienced CTOs for one to three days a week. If you are ready to appoint for the long term, see our guide on how to hire a CTO, which covers the permanent process end to end. If the gap is in internal systems rather than product technology, an interim CIO may be the better fit (see the distinction below). For a wider view of temporary leadership across the C-suite, see our interim executive recruitment page.

CTO vs CIO: Understanding the Distinction

These titles are frequently confused. The distinction is important for brief definition and candidate selection.

A CTO (Chief Technology Officer) is primarily accountable for the technology the organisation builds and delivers to its customers — the product technology stack, engineering teams, software architecture, and technical strategy of the product or platform. The CTO’s orientation is outward-facing: the technology the customer interacts with. CTOs are most prevalent in technology businesses, SaaS companies, and businesses where software is the product.

A CIO (Chief Information Officer) is primarily accountable for the organisation’s information systems — the technology infrastructure that runs the business internally. ERP systems, IT operations, infrastructure, cybersecurity, and information governance sit within the CIO’s mandate. The CIO’s orientation is inward-facing: ensuring the technology that runs the business is reliable, secure, and fit for purpose. CIOs are prevalent across all sectors in businesses of significant scale. See our Interim CIO page.

In technology businesses, both roles may exist separately. In non-technology businesses, the CTO function — where it exists — is often embedded within the CIO’s mandate. Exec Capital places interim executives across both roles and advises on which designation and profile is appropriate for a given business and mandate.

Two other distinctions come up regularly. The first is CTO versus VP Engineering: a VP Engineering runs the engineering organisation and delivery, while the CTO owns technology strategy and architecture and represents technology at board level. Smaller businesses usually need one person to do both; larger ones split them, and our article on VP Engineering vs CTO covers which to hire first. The second is CTO versus Chief AI Officer: where AI is central to the business model, some boards appoint a separate AI leader, and we also place interim Chief AI Officers where that is the gap.

The Candidate Profile We Work With

Board-level CTO accountability. Candidates who have held full CTO accountability — reporting to the CEO, owning the engineering budget, making architectural decisions with board-level consequences, and managing the relationship with investors on technology matters — in businesses of comparable scale, technology complexity, and ownership type. The gap between this and a Head of Engineering or VP Engineering who has been retitled CTO is significant and visible immediately in board interactions.

Relevant technology stack and product context. The CTO of a SaaS business, a marketplace, a fintech, a data platform, and an enterprise software company are materially different profiles — different architecture decisions, different engineering challenges, different regulatory environments. Exec Capital matches technology context to mandate requirements as a primary selection criterion.

Stage-appropriate experience. A CTO who has scaled from 5 to 50 engineers is not necessarily right for 200 to 500 engineers, and vice versa. Stage experience — and the management, process, and architectural decisions appropriate to each stage — is a primary criterion in every CTO mandate Exec Capital places.

Genuine interim working style. Technology executives who have chosen the portfolio model and who bring the discipline of rapid technical assessment, clear architectural prioritisation, and delivery against a defined mandate — not CTOs between permanent roles who will manage the engagement as a conventional employment arrangement and prioritise their own technology preferences over the business’s commercial needs.

How we assess interim CTO candidates

A CV tells you where someone has worked; it rarely tells you what they personally decided. Our assessment focuses on evidence of judgement under pressure, which is what an interim assignment tests. We ask candidates to walk through a previous assignment in detail: what state they found the technology in, what they changed first and why, what they chose not to change, and what the business looked like when they left. We look for specific architectural decisions they owned, the trade-offs they made, and how they explained those trade-offs to a non-technical board.

We also test for the interim temperament. The best interim CTOs are comfortable making decisions with incomplete information, do not need to be liked in the first month, and are disciplined about writing things down so the business is not dependent on them. They are clear about what they will hand over, and to whom, from the first week. Candidates who talk mainly about the technology they prefer, rather than the commercial problem the business has, rarely make good interims.

Referencing for interim roles is done with people who saw the candidate work: CEOs, investors and senior engineers from previous assignments. We discuss references early so that a strong candidate is not lost to another assignment while checks are completed at the end. For a list of the questions we suggest clients use at interview, see our CTO interview questions guide.

Interim CTO Day Rates: UK Market

Interim CTOs are paid a day rate rather than a salary. The rate for a particular assignment depends far more on the situation than on the title, and quoting a single figure without knowing the brief tends to mislead. The main factors that move the rate are:

• Scale and complexity. Leading a small product team at a seed-stage business is a different job from running a large engineering organisation with a complex legacy estate.
• Intensity and risk. Rescue, incident and turnaround assignments command a premium because the interim is taking on more personal and reputational risk.
• Ownership context. PE-backed and pre-transaction assignments call for experience of investor reporting and due diligence, which narrows the pool.
• Specialist knowledge. Regulated sectors such as financial services, or specific technologies such as AI, data platforms or payments infrastructure, reduce the number of credible candidates.
• Availability and location. A start next week, or a requirement to be on site five days a week, limits the field.

Exec Capital provides market rate guidance as part of every brief conversation. For published pay data on permanent technology leadership roles, which is a useful cross-check when comparing interim cost against a permanent hire, see our technology salary guide. HMRC’s IR35 off-payroll working rules apply to interim CTO engagements and Exec Capital advises on appropriate engagement structures for each mandate.

Interim engagement terms: day rate, IR35, notice and handover

The commercial structure of an interim CTO assignment is simpler than a permanent hire, but there are four points every client should understand before the contract is signed.

The day-rate basis: our fee is included

Interim CTOs placed by Exec Capital are engaged on a day rate agreed with you before the assignment starts. The rate we quote is all-inclusive: our fee is included in the day rate, not added on top. You receive one invoice for the days worked, there is no separate placement fee for the interim assignment, and you pay only for the days the interim actually works. Expenses, where they apply, are agreed in advance. This is different from permanent recruitment, where a search fee is charged on the appointment; if an interim later converts to a permanent role, the conversion terms are set out in our terms of business from the start so there is nothing to negotiate later. For an explanation of how retained and contingent fees work on permanent searches, see our retained vs contingent executive search guide.

IR35 status determination

Most interim CTOs work through their own limited company, which brings the off-payroll working rules, known as IR35, into play. Under HMRC’s rules, medium and large clients in the private sector, and all public sector clients, are responsible for deciding whether the off-payroll rules apply to each engagement. Where they do, the client must give the worker a status determination statement setting out its conclusion and the reasons for it. For small clients outside the public sector, the worker’s own company makes the decision instead. The Companies Act size thresholds behind the small-company test were raised for financial years beginning on or after 6 April 2025, but HMRC has said the change will have no practical effect for off-payroll working until 6 April 2027 at the earliest, because a company’s size is judged by reference to earlier years. Check HMRC’s current guidance for your own position.

The determination is made contract by contract, on the reality of the working arrangement rather than the wording of the contract. An interim CTO who manages a permanent team, sits on the leadership team and works the hours the business sets will often look different, for status purposes, from a consultant delivering a defined piece of work. HMRC’s Check Employment Status for Tax (CEST) tool is a common starting point. We raise the question at briefing, explain the options, and make sure the determination is in place before the start date; our article on IR35 rules for senior executive engagements sets out the issues in more detail. The determination itself is your decision and you should take your own advice where the position is not clear.

Notice and extensions

Interim contracts carry short notice periods on both sides, written into the contract at the outset, which is part of the point: the business is not locked into a long commitment if circumstances change. Assignments are commonly agreed for an initial term with a review point, and many are extended once the scope becomes clearer — a rescue often turns out to need a rebuild, or a bridging assignment runs on because the permanent search takes longer than planned. We recommend agreeing the review point in the contract so that the decision to extend, reduce days or end the assignment is taken deliberately rather than by default.

Handover to a permanent CTO

The handover is where many interim assignments lose value. A good interim CTO plans for it from the first month: decisions documented with their reasoning, architecture and security records kept current, supplier contracts and credentials held by the business rather than the individual, and a team that can run without them. When the permanent CTO is appointed, we recommend a planned overlap so the incoming CTO can hear the reasoning behind recent decisions directly. Many interims also help assess the permanent finalists, which is one of the most useful things they do. If the permanent role is still to be defined, the interim’s 90-day assessment is usually the best starting point for the brief.

Who we place interim CTOs with

Our interim CTO clients are typically businesses where technology is central to the product or the value creation plan, and where a gap in technology leadership has an immediate commercial cost. They include:

• Venture-backed scale-ups between seed and growth rounds, often preparing for a raise or absorbing one.
• PE-backed businesses where the investor needs a technology assessment, an integration lead or a CTO for the value creation plan.
• Owner-managed and founder-led companies whose product has outgrown the original technical team.
• Divisions of larger groups launching a digital product or technology business alongside a traditional core.
• Regulated businesses, particularly in financial services, where technology risk is a regulatory as well as a commercial concern; our fintech recruitment practice covers the wider leadership team.

Recent interim and fractional CTO enquiries have come from the technology division of a construction-sector group building web and mobile platforms, an AI-native fintech, and a treasury-management fintech. The sectors we cover most often are software and SaaS, fintech and payments, marketplaces and e-commerce, data and AI businesses, professional and business services, construction and property technology, healthcare technology and consumer brands with a significant digital channel. We work with clients across the UK, with offices in London and the West Midlands, and many interim CTO assignments run on a hybrid basis.

Interim CTO jobs: information for candidates

If you found this page looking for interim CTO jobs, we would like to hear from you. Exec Capital regularly speaks to experienced CTOs who work on an interim or portfolio basis, and we keep in touch with people between assignments so we can move quickly when a suitable brief comes in. Please register as a candidate with your CV, the kind of assignments you take on, your availability and your usual working arrangements, and see our current opportunities. We cannot reply individually to every registration, but we review each one against live and upcoming mandates.

Frequently Asked Questions

How quickly can an interim CTO start?

It depends on the brief and on who is available at the time, so we agree the timetable with you at briefing rather than promising a fixed turnaround. Interim CTOs are generally able to start much sooner than permanent hires because they are not working out long notice periods, and for urgent mandates — a CTO departure mid-build or a critical technology incident — we prioritise the search accordingly. The quickest starts come from a clear brief and interview slots held in advance. Call 0203 834 9616 for a same-day conversation.

What is the difference between an interim CTO and a fractional CTO?

An interim CTO works full-time or near full-time for a defined period — appropriate where there is a genuine technology leadership gap, a major programme requiring concentrated senior leadership, or a situation demanding full CTO availability. A fractional CTO works on a fixed-day basis on an ongoing basis — appropriate for businesses that need sustained strategic technology leadership and architectural oversight without requiring a full-time executive. Exec Capital places both; the comparison table above sets out the differences in more detail.

Does an interim CTO need to be a hands-on coder?

At CTO level in most businesses the answer is no — though the ability to review code, understand architectural implications, and engage credibly in technical discussions with engineers is essential. An interim CTO who cannot read a pull request or understand a system architecture diagram will not command the respect of a senior engineering team. An interim CTO who spends their time writing code rather than leading the engineering function is not operating at the right level. The balance depends on the size of the engineering team and the nature of the mandate — Exec Capital advises on this as part of brief definition.

Should the interim CTO be involved in recruiting the permanent CTO?

Yes — in most cases this is one of the most important contributions the interim CTO makes. Having built or led the engineering function in the specific business, they understand what the permanent appointment requires better than any external search firm can. Their input into the permanent brief, technical assessment of candidates, and validation of cultural fit significantly improves the quality and reduces the risk of the permanent appointment. Exec Capital facilitates this involvement as a standard part of the mandate design.

What is the difference between an interim CTO and a technology consultant?

A technology consultant advises on what to do. An interim CTO leads the team, owns the architecture, makes the decisions, and is accountable to the board for the technology outcomes. This distinction matters most in situations requiring delivery — a platform rebuild, a team scaling programme, a technology transformation — where advice without execution accountability does not solve the problem. Exec Capital places executives, not consultants.

How much does interim CTO recruitment cost?

For interim assignments you pay an all-inclusive day rate for the days worked. Our fee is included in that rate rather than added on top, and there is no separate placement fee for the interim assignment. The rate depends on the scale, intensity and specialism of the role, and we give you a market view at the briefing stage.

Is an interim CTO inside or outside IR35?

There is no single answer: status is decided engagement by engagement on the actual working arrangements. If you are a medium or large private-sector business, or a public body, you make the determination and must issue a status determination statement with your reasons; for small private-sector clients, the interim’s own company decides. We cover this at briefing so the position is settled before the start date.

How long does an interim CTO assignment last?

Most assignments are agreed for an initial fixed term with a review point, typically a matter of months, and the length depends on the job: bridging a permanent search is usually shorter than leading a re-architecture or a post-deal integration. Extensions are common once the scope is clear, which is why we recommend building a review point into the contract.

Can an interim CTO become our permanent CTO?

Sometimes, and it can work well because both sides have seen each other under real conditions. Many interim CTOs prefer portfolio work, though, so it should not be assumed. If conversion is a possibility, tell us at briefing; the conversion terms are set out in our terms of business from the start, and we will look for candidates open to a permanent role.

Do you place interim CTOs outside London?

Yes. We place interim CTOs with businesses across the UK, from our offices in London and the West Midlands. Many assignments are hybrid, with on-site days agreed around team needs and board meetings, and fully on-site roles are also common in rescue and incident assignments.

Recruit an Interim CTO — Technology Leadership at Short Notice

Exec Capital places interim Chief Technology Officers with UK businesses across all sectors and technology contexts, including SaaS, fintech, PE portfolio companies, platform rebuilds and scale-up engineering teams. Every search is run by our specialist team, with Adrian Lawrence FCA overseeing each mandate. If your CTO has left, a technology programme is at risk, or a deal or raise needs credible technology leadership, start with a conversation: tell us the situation, and we will give you an honest view of whether an interim CTO is the right answer and what the market looks like for your brief.