SUCCESS STORIES
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Ariel Precision Medicine
Genetic targeted tests and treatments
The Problem
Ariel had invested heavily in the development of its flagship clinical software platform, but within months the project had fallen out of control. Requirements were misaligned with clinical and business needs, development costs were escalating, and key deadlines were approaching with no reliable path to release. Leadership lacked clear visibility into what was salvageable and what needed to change.
What We Did
I stepped in as CTO to stabilize the situation and regain control of the project. Development was paused while I conducted a full technical and product evaluation, including requirements, code quality, system architecture, and user interface alignment with clinical workflows.
Based on that assessment, I redefined the product scope, prioritized the most critical capabilities, and restructured the development approach. Additional engineering and testing resources were brought in to complete the highest-value components, while unnecessary or unstable features were deferred.
We implemented structured product governance, including quarterly roadmap planning and biweekly sprint cycles, to restore predictability and accountability. With a clear plan and the right team in place, the platform was completed and successfully brought to market within months.
Long Term Success
The stabilized platform became the foundation of Ariel’s clinical and commercial operations. Development moved from crisis mode to a sustainable, predictable cadence, with clearer requirements, stronger architecture, and improved usability for clinical users.
The company transitioned from a failing project to a viable product with a maintainable roadmap, enabling continued product evolution, regulatory alignment, and commercial growth. The technology organization moved from reactive firefighting to a stable operating model that leadership could rely on.
George Junior Republic
Residential behavioral health and education organization
The Problem
George Junior Republic relied on several critical internal systems for clinical, educational, and state billing operations. Core client management and billing software were aging, unsupported, and increasingly unreliable. Development efforts to replace these systems had stalled, leaving the organization dependent on fragile legacy tools that posed operational and compliance risks.
Leadership needed a path forward but lacked clear technical direction, and internal efforts had failed to deliver a stable replacement.
The Fix
I stepped in as CTO to take control of the stalled development efforts and establish a workable plan. The first step was a full evaluation of the existing systems, codebases, and operational workflows to determine what could be salvaged and what needed to be replaced.
We restructured the development approach and prioritized the most critical clinical and billing functions. The legacy client management system was migrated to a modern browser-based platform designed around real-world workflows rather than outdated assumptions.
In parallel, we replaced the unsupported state billing system with a newly developed solution that aligned with regulatory and operational requirements. Development cycles were restructured, priorities clarified, and the organization moved from ad-hoc development to a predictable delivery model.
The Long Term
The organization transitioned from unstable, unsupported systems to a modern, maintainable platform supporting clinical, educational, and administrative functions. Billing and compliance risks were reduced, and the technology environment became stable enough to support day-to-day operations without constant intervention.
With a sustainable platform and clearer governance, the organization was able to focus on its core mission rather than recurring technology crises.
Fairview Swiss Cheese Manufacturing
Vertically integrated, regulated food manufacturing facility
The Problem
Fairview Swiss Cheese operated a highly regulated, vertically integrated production facility with critical dependencies on its manufacturing automation and compliance systems. The existing SQF compliance and production tracking platform was unsupported and failing, creating significant operational and regulatory risk.
Production processes relied on a fragile mix of automation components and disconnected systems, with no reliable digital paper trail. The organization faced the possibility of audit failures, operational disruptions, and loss of regulatory confidence.
The Fix
I stepped in as fractional CTO to stabilize the situation and design a sustainable replacement for the unsupported system. The first phase focused on evaluating the existing automation, compliance processes, and data flows to determine what could be preserved and what needed to be rebuilt.
We replaced the unsupported SQF compliance platform with a custom-built, browser-based manufacturing and traceability system tailored to the facility’s real production processes. The new platform integrated with automation components including sensors, scales, and printers to create a complete digital paper trail across the production lifecycle.
The system was designed to be maintainable, understandable, and appropriate for a small manufacturing organization, avoiding the complexity and fragility of the previous solution.
The Long Term
Fairview moved from an unsupported, high-risk compliance environment to a stable, fully traceable manufacturing platform aligned with SQF and regulatory requirements. The organization regained confidence in its production data, audit readiness, and operational continuity.
The new system provided a sustainable foundation for ongoing operations without dependence on unsupported vendors or fragile legacy components.
HUB Parking (US)
Global provider of automated parking systems
The Problem
HUB Parking was undergoing a major transition following an acquisition by an international parent company. The organization faced fragmented engineering practices, inconsistent deployment processes, and aging infrastructure across U.S. operations. Security and payment compliance requirements were increasing, and the technology organization needed to be stabilized and aligned with the parent company’s standards.
Leadership needed someone who could step into a complex, post-acquisition environment, restore engineering discipline, and guide the integration process across teams and geographies.
The Fix
I stepped in to lead the engineering organization during the acquisition and integration phase, reporting directly to the CEO and board. The first step was restructuring the engineering team and modernizing deployment, infrastructure, and network practices across U.S. operations.
We introduced consistent engineering methodologies, including agile development practices, to replace fragmented processes. At the same time, I led infrastructure and security overhauls to meet PCI and PA-DSS compliance requirements for active payment software products.
During the acquisition integration, I directed the merger of technology and product teams across U.S. and Italian operations, aligning architecture, processes, and priorities. I also supported due diligence and helped source a new CIO to lead the global organization.
The Long Term
The engineering organization moved from fragmented, legacy practices to a more structured, scalable operating model aligned with its international parent. Payment systems achieved required compliance standards, and development practices became more predictable and sustainable.
The post-acquisition technology integration was completed successfully, enabling the organization to operate as a unified global engineering team.
Lorien Health Systems
Multi-facility skilled nursing and rehabilitation provider
The Problem
Lorien operated multiple skilled nursing and rehabilitation facilities and depended heavily on external EHR and technology vendors for core clinical and operational systems. As the organization grew, it faced increasing frustration with vendor limitations, rising costs, and systems that did not align with real-world workflows.
Leadership lacked an internal technical authority who could evaluate vendor performance, guide technology decisions, and ensure systems were supporting, rather than hindering, operations.
The Fix
I engaged with the organization in a senior technical advisory and leadership role, working directly with executive leadership to assess existing systems, vendor relationships, and operational workflows.
We evaluated the performance and limitations of core clinical and operational platforms, clarified priorities, and established a more structured approach to vendor management and system selection. Technology decisions were reframed around business outcomes and clinical workflows rather than vendor promises.
I provided ongoing technical leadership, helping the organization make informed decisions about system changes, integrations, and long-term technology direction.
The Long Term
The organization gained a clear technical voice at the executive level and a more disciplined approach to vendor management and system selection. Technology decisions became more aligned with operational realities, reducing friction between clinical teams and the systems they depended on.
Instead of reacting to vendor constraints, leadership gained a clearer, more strategic path forward for its technology environment.
Elevate AI
Healthcare technology company focused on AI-driven pharmacy and clinical solutions
The Problem
Elevate AI was an early-stage healthcare technology company developing a platform for pharmacy and clinical decision support. As the company moved from concept to real-world trials, it needed senior technical leadership to define architecture, guide product decisions, and ensure the platform could operate in regulated healthcare environments.
Without experienced technical direction, the company risked building a system that was innovative but not deployable or compliant in real clinical settings.
The Fix
I stepped in as fractional CTO to lead technical strategy during the company’s early product and trial phases. The initial focus was defining a practical, compliant architecture that could support real-world pharmacy and clinical workflows.
We established the core platform structure, prioritized features based on actual deployment scenarios, and aligned development decisions with regulatory and operational realities. I worked closely with leadership and early partners to ensure the product direction balanced innovation with stability and compliance.
As trials progressed, I provided hands-on technical leadership, guiding engineering priorities, architectural decisions, and integration strategies.
The Long Term
The company moved from an early concept-stage platform to structured product trials with real partners and customers. Technical decisions were grounded in regulatory and operational realities, reducing risk and improving the likelihood of successful deployments.
With a stable architecture and clearer product direction, the organization gained confidence in its ability to bring an AI-driven healthcare solution into real clinical environments.
America's Gardener
Online gardening resources platform and bulk supply marketplace
The Problem
America’s Gardener was preparing to launch the development of a new online platform combining gardening resources with bulk supply ordering. The company had a clear vision for the product, but lacked the technical leadership and engineering resources needed to execute it. Without a coordinated development effort, the product risked delays, cost overruns, and an uncertain path to launch.
The Fix
I worked directly with the CEO to define the technical approach and assemble the right development team. Engineers were sourced and organized around a clear set of priorities, with scope, timelines, and responsibilities structured to keep the project moving forward.
I oversaw the technical work end to end, ensuring development stayed aligned with business goals and that key features were delivered in the right order. The focus was on practical execution—getting a stable, usable product into the hands of customers as quickly as possible.
The Long Term
The platform was successfully brought to market, giving the company a functioning online presence for both educational resources and bulk supply ordering. With the core product live, the organization moved from concept to real operations, with a stable foundation for ongoing growth and feature development.