PXL ADVISORY
Fractional technical direction, architecture review, stack selection, technology due diligence and a product roadmap. C-level thinking in technology, available in whichever model your moment needs: continuous or by project.
What's included
Senior technical direction part-time while you build or consolidate your internal team. Decisions taken alongside your team.
A 6, 12 and 24 month plan grounded in the team's real capabilities, the business constraints and market timing. A roadmap that gets executed, not filed.
A review of code, architecture, technical debt and human capital in investment, acquisition or M&A processes. An honest report so you decide on evidence, not on the vendor's marketing.
ADRs, RFC processes, code review standards, an SLA/SLO framework and a cadence of technical reviews. The operating system of the technical function.
Definition of profiles, participation in technical interviews and design of the reporting structure. We help build the team, not only describe it.
Selection and evaluation of technology suppliers, cloud, SaaS and agencies. Negotiation with technical judgement, not only commercial.
Programs that help your operations, development and leadership teams use AI in their daily work, with clear rules on security and information handling. We measure adoption, not attendance.
Who it's for
We'll help you decide quickly. If we are not the right match, we point you to who is.
Problem
The most expensive technical decisions are not the implementation ones. They are the strategic ones. Choosing the wrong ERP costs years of affected operations. Buying the solution "the vendor promised" and realising 8 months in that it does not scale. Hiring someone senior who turned out not to be. Raising capital on a technical thesis that due diligence would have taken apart in 2 weeks.
Large technology investments rewritten within 18 months
Supplier selection by personal relationship rather than technical judgement
A roadmap decided at an offsite that is never executed because it ignored the real constraints
Hiring a VP Engineering who does not last 6 months because the fit was commercial, not technical
Silent technical debt that appears exactly when the first enterprise customer arrives
Isolated technical founders taking expensive decisions with no sounding board
M&A where the price was justified by a product that technically is not worth what was paid
Outcomes
Good Advisory is not measured in hours billed. It is measured in the decisions you did NOT take, because someone senior helped you see the hole before you signed. It is the experienced CTO you needed before you could hire one full-time. It is the second pair of eyes that saved a USD 500K project from badly conceived architecture.
Technology decisions that are well founded, not reactive and not driven by fashion
An executable roadmap with technical and business judgement in balance
Less rework, because the structural decisions were taken with senior context from the start
Honest diligence that avoids investments or acquisitions with a hidden technical ceiling
Internal technical leaders who grow faster with structured mentoring
Technical processes that survive turnover in the team
Technical founders with a sounding board for doubts they cannot discuss with investors or direct reports
Process
Interviews with founders, tech leads and stakeholders. A review of the current state (architecture, team, roadmap, constraints). We define clearly the problem to be solved and the model (fractional or continuous).
We propose scope, cadence (fortnightly or monthly), concrete deliverables and success KPIs. All signed before the first hour is billed.
Regular sessions with your team. Concrete deliveries per sprint (RFC review, vendor analysis, a judgement on the roadmap, coaching a technical lead, and so on). Signed records of decisions.
Everything decided is documented: ADRs, quick process guides, an evaluation framework. The knowledge stays in your organisation, it does not leave with the advisor.
When the engagement runs its course, we decide together: continue with a new scope, move to light advisory with PXL Flex or close formally with a handover to your internal team.
Related case studies
Fintech
We helped decide whether to carry on with the inherited code or start from scratch. Starting from scratch was chosen, and the architecture defined then ran for more than 10 years without a rewrite.
B2B SaaS
Eight months of support while the group hired its first full-time CTO. Technical governance and stack decisions through the transition.
Frequently asked questions
A traditional consultant hands over a deck and leaves. Advisory stays with your team, takes part in the decisions and signs concrete documents (ADRs, assessments, roadmaps). The deliverable is decisions taken and documented.
Not entirely: it's fractional technical leadership for companies that don't yet need (or can't afford) a full-time CTO, but do need senior judgment on architecture and long-term decisions.
From 4 weeks for a one-off PXL Project. For ongoing guidance, with PXL Flex (monthly capacity in hours, 6-month minimum) or PXL Dedicated (an assigned advisor or team, 12-month minimum).
It depends on what's agreed during scoping, typically bi-weekly or monthly sessions with your team, with concrete deliverables each cadence (an RFC review: the technical proposal document a team writes before building something, a technology vendor analysis, a roadmap judgment, coaching a technical lead, and so on), all defined and signed before the engagement starts.
It depends on the model (a one-off PXL Project vs. an ongoing monthly retainer) and the scope agreed. Reach out to us through Contact and we'll give you a real range for your case.
Yes, we can help define the role profile and run technical interviews for key candidates.
Related services
A free 30-minute exploratory call. A recommendation on the model (PXL Project or PXL Flex) in 3 working days.