Most founders hit the same wall around the same time. The product works, customers are paying, and every technical decision now carries real money behind it. Which stack do we commit to? Is this architecture going to survive 10x the users? Is the agency we hired building an asset or a liability? These are questions a senior engineering leader answers in an afternoon and a founder loses three weekends to. The problem is that a full-time CTO with that experience costs 120,000 to 200,000 euros a year plus equity, and at your stage you need maybe six days a month of their brain.
That gap is what a fractional CTO fills. You get a seasoned technical leader on a part-time, ongoing retainer: enough to own the strategy and steady the ship, without the cost and commitment of a full-time executive hire. It is one of the more misunderstood roles in the market, so here is what it actually involves.
What the role covers
A fractional CTO is not a contractor you hand a spec to. The job is leadership, not extra hands on the keyboard. In practice the work clusters into a few areas.
Technical strategy and roadmap. Turning business goals into an architecture and a sequence of work that gets you there without painting you into a corner. This is where a good build-versus-buy decision saves you a year.
Team and vendor oversight. Hiring the first engineers, setting up how they work, or managing an outsourced team so you are not the one reviewing pull requests you cannot read.
Architecture and technical risk. Catching the decisions that are cheap to change now and ruinous to change later: data models, auth, how you handle scale, where the security holes are.
Investor and board credibility. When a VC runs technical due diligence, someone needs to answer for the codebase and the plan. A founder winging that answer is a red flag; a named technical leader is reassurance.
The through-line is judgement. You are paying for someone who has already made the expensive mistakes on someone else's budget.
A fractional CTO is not a fractional developer
If what you actually need is people to write the code, you need a development team, not an executive. The fractional CTO decides what gets built and how; a delivery team builds it. Hiring a fractional CTO to grind out features wastes the one thing they are worth paying for: their decisions.
When it pays off, and when it does not
The role fits a specific set of situations well and others badly. It earns its keep when:
You are non-technical (or technical but stretched thin) and the technical decisions have started to cost real money.
You have outsourced development and suspect you are being sold hours instead of outcomes, but you cannot tell.
You are heading into a fundraise or an acquisition and need the technical story to hold up under scrutiny.
You are scaling a small team and the informal way you built the first version is starting to break.
It is the wrong call when you are pre-product with no code yet (you need a builder, not a strategist), or when you genuinely need 40 hours a week of leadership, at which point a full-time hire is cheaper per hour and more committed.
What it costs
Pricing is usually a monthly retainer tied to a rough number of days. In the European market in 2026, expect somewhere between 2,500 and 8,000 euros a month depending on seniority and how many days you book. That typically buys one to two days a week of a leader who has done the job before.
Compare that with the fully loaded cost of a full-time CTO, salary, equity, taxes, and the recruitment fee to find them, and the maths is straightforward at the stage where you do not yet need someone every day. The expensive version is not the retainer. It is the year you lose to an architecture that has to be rebuilt, or the funding round that stalls because nobody could vouch for the technology.
How to work with one well
The engagements that go badly almost always share the same flaw: the fractional CTO was treated as an oracle who would show up, pronounce, and disappear. The ones that work look more like a real leadership relationship.
Give them actual authority over technical decisions, not just an advisory seat. Put them in front of your team and your board, not in a side channel. Agree on what success looks like in the first month, usually a clear roadmap, a fixed set of risks, and a plan to address them, so the retainer is tied to outcomes rather than attendance. And be honest about the messy parts, because the whole point is that they have seen worse and can tell you which fires actually matter.
Done right, the relationship also has a natural end. A good fractional CTO is working toward the day you either do not need one or need a full-timer, and part of the job is helping you hire your permanent technical leader and hand over cleanly.
Is it the right move for you?
If technical decisions are the thing keeping you up at night, and you cannot yet justify a full-time executive, a fractional CTO is usually the highest-leverage hire available. You buy back your own time, you stop guessing on decisions that compound, and you get someone accountable for the technology when it matters most.
This is a large part of what our technical consulting work looks like: senior leadership on a schedule that fits your stage, with a delivery team behind it when you are ready to build. If you are weighing whether it fits your situation, tell us where you are stuck and we will give you a straight answer, even if the answer is that you do not need us yet.
