Daniel Kirichanski

By the time a founder calls me, engineering has usually become the thing slowing the business down. Releases slip, the team has grown but output hasn't, and no one can say cleanly why. That's the work I've done for twenty years: I stand up engineering leadership where there's none, turn around teams that have stalled, modernize legacy platforms, optimize cloud operations, and lead post-acquisition technical integrations.

That work has happened inside companies most founders are trying to become, including PayPal, Ripple, Tricentis, Dell, Microsoft, Actimize, and Marvell Technology. I also co-founded an alternative credit bureau, building the technology and team from the ground up. The common thread across all of it is structure, accountability, and decisions that connect technology to commercial outcomes.

Now I do this work as a CTO and Strategic Partner for growth-stage companies. Whether you need to restructure your engineering org, build an AI strategy, rationalize your tech stack, or simply get someone in the room who has seen this movie before and knows how it ends, I work alongside your team, make decisions, and ship outcomes.

It's the value of a seasoned CTO, scoped to what a growth-stage company actually needs: senior judgment in the room, without the full-time hire.