You are selecting or replacing a major platform
ERP, CRM, cloud, data, integration or other core-platform decisions will have long-term operational and commercial consequences.
Fractional CTO | Interim CTO | Technology Advisory
Better technology decisions, with senior leadership behind them.
I help organisations make confident technology decisions around platforms, architecture, integration, cloud, automation and enterprise systems — without needing a permanent CTO.
My role is to connect business priorities with technical reality, challenge assumptions, give leadership an independent view and help turn technology choices into something that can actually be delivered.
25+ years in technology and transformation | Former GM & CTO | Enterprise platform and ERP experience | PMP certified | Dubai, UAE
You may need senior technology direction — not another layer of engineering management
Many organisations have capable developers, infrastructure teams, application specialists or external technology partners.
What they do not always have is someone senior enough to step above individual technologies and ask the bigger questions:
- Are we solving the right problem?
- Is this architecture appropriate for the business?
- Are we becoming unnecessarily dependent on a vendor?
- Are integration and data decisions creating future constraints?
- Are we buying technology because it is fashionable, or because it creates value?
- Can the organisation realistically support what is being proposed?
A fractional CTO brings independent senior technology leadership to those decisions without requiring a permanent executive appointment.
Your technology landscape has become fragmented
Applications, integrations, vendors and workarounds have accumulated over time and the overall direction is no longer clear.
Different vendors are recommending different answers
You need someone on your side who can challenge technical proposals, compare trade-offs and separate genuine requirements from supplier preference.
The business wants automation or AI, but needs a credible path
There are opportunities to improve productivity and decision-making, but enthusiasm needs to be converted into practical, governed use cases.
A transformation is technically complex
Business change depends on multiple platforms, integrations, data flows, environments and suppliers working together.
Your technical team needs executive-level support
Capable specialists may still need senior direction on priorities, architecture, risk, investment and cross-functional decisions.
Technology direction that starts with the business
I do not begin with a preferred platform, architecture pattern or vendor.
I begin with what the organisation needs to achieve, the constraints it is operating within, the capabilities it already has and the decisions that will matter most over time.
Technology strategy and roadmaps
Translate business priorities into a practical technology direction, identifying which capabilities need to change, when and why.
Enterprise and solution architecture direction
Provide senior oversight of how major systems, platforms and integrations should fit together so that individual projects do not create avoidable complexity.
ERP and core-platform decisions
Help leadership assess major enterprise-system choices from both the technical and business perspective, including fit, integration, operating impact, vendor dependency and delivery risk.
Cloud, SaaS and hybrid architecture
Support decisions around cloud adoption, SaaS platforms and hybrid environments with attention to practicality, supportability, resilience, cost and organisational capability.
Systems integration strategy
Clarify how systems should exchange data and services, reduce brittle point-to-point dependencies and improve control over integration architecture.
Data and analytics direction
Help establish where data needs to be governed, integrated and surfaced so that technology investment improves operational and management decision-making.
Automation and AI-enabled process improvement
Identify where automation or AI can solve a real business problem, test value through controlled pilots and avoid scaling fashionable technology before the use case is proven.
Build-versus-buy decisions
Challenge whether a requirement should be met through custom development, configuration, a commercial platform or a combination — considering cost, supportability, speed and long-term ownership.
Vendor benchmarking and technical due diligence
Provide independent challenge of supplier claims, proposed architectures, solution designs and commercial assumptions before significant commitments are made.
Proofs of concept and pilot governance
Use controlled trials to test whether a technology genuinely meets the business requirement before wider investment or rollout.
Technical delivery governance
Maintain senior oversight of technical decisions during implementation so that architecture intent is not quietly lost under delivery pressure.
Operational readiness and transition
Ensure new platforms can be supported, governed and operated effectively after go-live rather than treating deployment as the end of the job.
Technology that is easier to justify, deliver and live with
A successful fractional CTO engagement should leave leadership with greater confidence in both the decisions being made and the organisation's ability to execute them.
Depending on the assignment, the result may include:
- A clearer technology direction connected to business priorities
- Fewer overlapping or contradictory platform decisions
- Better architecture governance
- Stronger control of vendor-led technical decisions
- Reduced integration complexity
- More disciplined build-versus-buy choices
- Better understanding of long-term ownership and operating cost
- Practical automation or AI use cases tied to measurable value
- More credible technology roadmaps
- Stronger technical input into executive investment decisions
- Better alignment between business, IT, vendors and delivery teams
- Greater confidence that what is being designed can actually be implemented and supported
The objective is not to create the most sophisticated technical solution.
It is to make the right technology choices for the organisation and ensure those choices survive delivery.
Independent challenge, without disappearing into technical theory
My role sits between executive intent and technical execution.
I am comfortable working with business leaders who do not want a lecture on architecture, and equally comfortable working with technical teams and suppliers who need their assumptions challenged at the right level of detail.
1. Start with the business requirement
Understand what the organisation is trying to achieve, what is currently getting in the way and what constraints genuinely matter.
2. Understand the existing estate
Review the relevant platforms, integrations, suppliers, architecture, delivery commitments and internal capability before recommending additional technology.
3. Identify the decisions that matter
Separate consequential choices from low-value technical debate and focus leadership attention where decisions will have long-term impact.
4. Challenge the options
Test vendor proposals, architecture assumptions, implementation approaches, costs, dependencies and support models.
5. Create a practical direction
Turn the decision into an executable roadmap with clear ownership, sequencing and governance.
6. Stay connected to delivery
Where needed, remain involved through implementation so that the technical direction survives scope pressure, vendor compromise and operational reality.
Bring in senior technology leadership at the point it adds value
Fractional CTO
Recurring CTO-level support for organisations that need ongoing technology direction but do not require a permanent CTO.
Suitable for: businesses with continuous platform, architecture, integration or digital-transformation decisions.
Interim CTO
Temporary executive technology leadership during recruitment, restructuring, transformation or a period of rapid change.
Suitable for: organisations that need immediate continuity or stronger technical leadership while a permanent model is established.
Technology decision advisory
Independent senior challenge around a specific platform, architecture, vendor or investment decision.
Suitable for: leadership teams that want confidence before signing a major commitment.
Architecture and platform review
A defined engagement to assess the current technology estate, identify constraints and establish a clearer target direction.
Suitable for: organisations dealing with accumulated complexity or preparing for transformation.
Transformation technology oversight
Senior technical leadership across a major programme involving multiple systems, integrations, vendors and delivery teams.
Suitable for: transformations where technical decisions need executive-level ownership and governance.
Pilot / proof-of-concept governance
Independent oversight of a new technology trial to test value, fit, risk and scalability before a wider rollout.
Suitable for: automation, AI, data, platform or emerging-technology initiatives where evidence should come before scale.
Executive technology experience, grounded in delivery
My career has combined technology leadership with programme delivery.
As General Manager & CTO at Alkra Technologies, I was responsible for technology strategy and delivery across large greenfield programmes, including platform selection, vendor contracts, operational readiness and multinational teams.
As Head of Group IT at Mattex Group, I led enterprise-wide technology strategy and a transition from Microsoft Dynamics to cloud-based Infor M3 SaaS, alongside BI and wider technology rationalisation.
Earlier in my career, I spent nearly a decade with Infor / Lawson leading complex enterprise implementations, upgrades, integrations and mobility programmes across the Middle East, UK and Europe.
That background gives me a useful perspective on technology decisions.
I have been the executive accountable for selecting and governing technology — and the programme leader responsible for making complex platforms actually work in a live business environment.
Relevant experience includes:
- Enterprise technology strategy
- ERP and core-platform transformation
- Cloud-first and hybrid environments
- Systems integration
- Data and analytics
- Automation and AI-enabled process improvement
- Vendor benchmarking and commercial negotiation
- Build-versus-buy decisions
- Proofs of concept and pilot programmes
- Technical delivery governance
- Operational readiness
- Multinational delivery leadership
Credentials:
- Project Management Professional (PMP)
- Infor Project Management Certified
- MA, Geographical Information Systems, University of Leeds
- BSc (Hons), Geography, University of Huddersfield
- Dubai-based with UAE Golden Visa
Technology decisions still need business ownership
The boundary between CIO and CTO responsibilities is not always clean — particularly in smaller and mid-market organisations.
A platform decision can quickly become a commercial decision. Architecture affects operating cost. Vendor choices affect risk. Integration decisions affect business process. Technical debt eventually becomes a management problem.
Where the situation requires it, I can work across both perspectives rather than forcing the organisation to split the problem artificially.
That means combining:
- Business-aligned technology strategy
- Executive governance
- Architecture direction
- Vendor and commercial challenge
- Delivery oversight
- Investment prioritisation
Good architecture is only valuable if it survives implementation
Technology strategy should not end when a project begins.
If the organisation needs support through delivery, I can stay involved to help maintain technical direction, challenge compromises, manage cross-vendor dependencies and keep implementation aligned to the intended business outcome.
That may include:
- ERP and core-platform delivery
- Integration-heavy programmes
- Vendor coordination
- Technical delivery assurance
- Testing and cutover governance
- Operational readiness
- Programme recovery
Facing a technology decision that will be expensive to get wrong?
If your organisation needs senior technical direction, an independent view on a vendor or platform, or CTO-level leadership through a major transformation, let's talk about the decision before it becomes a long-term constraint.
Email: enquiries@sirictech.com
Corporate mobile: +971 52 479 4310