A second technical opinion.From someone with nothing to sell you afterwards.

Four to eight hours a month with the founder carrying decisions that cost months when they go wrong. Fixed fee, stated below, three month minimum.

What it costs Whether it's for you

Before the list of inclusions

Most technical decisions get made alone. That's the actual problem.

Not that founders lack information. There is more written about architecture than anyone could read. The problem is that the decision lands on one person, usually at night, usually with incomplete information and a burn rate, and there is nobody in the room whose judgment they trust and whose incentives are clean.

Investors are not that person: you are managing them. Your team is not that person: they are downstream of the call and they know it. An agency is not that person, because the recommendation and the invoice come from the same place. Which leaves the founder turning it over alone and calling the result conviction.

This is the narrow thing I do. You bring the decision that is actually in front of you, and I give you the version of it you have been avoiding, early enough that hearing it is still cheap.

It works because of what it excludes. I do not build, so I never have a reason to tell you the thing that needs building is the thing I would be paid to build. There is no team behind me to keep busy, no partner whose product fits your problem, no phase two.

I advise. I do not build.That limit is the whole point of the arrangement. It is what keeps the advice worth what you are paying for it, and it is why the list of what this is not sits on the same page as the list of what it is.

What the month contains

Both columns, on the same page.

Two 60-minute sessions a month, and access in between them. The right hand column is not fine print. It is the part most people find out about after they have signed something, so it is here instead.

What you get

Two 60-minute strategy sessions a month
Async access between sessions by voice memo or Loom, answered within 48 hours
Business model and go-to-market review
Investor narrative and pitch feedback
The seven red flags applied to the decisions actually in front of you
A written strategic memo every month
Architecture review when it is relevant, used as a diagnostic rather than a deliverable

What this is not

Writing or modifying code
Hiring, managing or reviewing engineers
Day-to-day operational work
Being on your org chart, or on a standup

Before you have to ask

What it costs.

Put here rather than behind a call, for the same reason it is on the websites page: you should be able to work out whether this is even in your range without having to talk to me first.

$2,500per month

Three month minimum. After that it runs month to month, and you can stop at the end of any month.

Against 4 to 8 hours a month. Some months run to the top of that and some do not, and I do not bill the difference in either direction. If a month is quiet, you are paying for the fact that I am reachable in it.

Three months because one is not enough to be worth anything to you. A single month of strategy work produces a conversation, not a change you could point at afterwards.

Whether it's for you

It is the wrong thing for plenty of people.

Worth being direct about, because the failure mode of an arrangement like this is somebody paying for three months of the wrong help out of politeness.

This is probably for you if

You are the technical founder, or the founder carrying technical decisions without a technical co-founder.
You are building something physical or close to it, where a wrong architecture call costs months rather than an afternoon.
You have a decision in front of you that you keep turning over and have nobody to turn it over with.
You want somebody who will tell you the unwelcome version.

It isn't if

You need somebody to write the code. That is a contractor, and I will point you at one.
You need a CTO in the room forty hours a week. Four to eight hours a month is not that, and pretending otherwise would waste your money.
You want the plan validated rather than examined. I am the wrong person and it would be an expensive way to hear yes.
The decision is already made and funded. Advice after the fact is entertainment.

Three steps, and you can stop at any of them

How it starts.

Nothing is owed until the one page is signed, and the one page exists so that what you are buying is written down somewhere you can hold me to.

A call, thirty minutes

You tell me what you are building and where you are stuck. I will tell you before the call is over whether I think I am useful to you. Nothing is owed for this and there is no version of it that ends in a proposal you did not ask for.

One page, in writing

If it is a fit, I send a single page: what the three months cover, what they do not, the fee, and the date it starts. No deck, no statement of work with a schedule attached to it.

The first session

We start with whatever is most expensive to get wrong, not with onboarding. You should leave the first hour with something you did not have going in, or the arrangement is not working and we should both say so early.

If I'm not the right fit, I'll say so on the call and point you somewhere better.

Tell me what you're deciding.

Not what you are building, at least not first. The decision you keep turning over is the one worth thirty minutes. Text, call or email, whichever you would actually do.

Peter Ferreira

Text(401) 263-3017 Call(401) 263-3017 Emailpeter@ferreiracto.com

Ferreira CTO · Stow, MassachusettsClarity · Trust · Outcomes

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