We provide hands-on Fractional CTO support to companies where software is an important part of the business, but the leadership, development, or ownership around it is unclear.
We step in when systems have become fragile, delivery is dragging, or there is no clear technical leadership. We help clarify the situation, restore control, and set the next steps.
The work usually starts with a review of the actual state of your software, continues with taking over technical leadership, and can grow into an ongoing Fractional CTO retainer.
When your company's software is important, but its leadership, focus, and ownership are unclear.
When you need an independent view of the real state of your software, where the risks are, and which next steps make sense. The review also covers existing automation and AI usage, looking at both risks and practical opportunities.
For companies that need consistent technical leadership, but do not yet need a full-time CTO.
This fits companies whose operations or revenue depend on custom software, but that are not software companies and do not have strong technical ownership in-house.
Companies with business-critical software that is outsourced, neglected, or understood by too few people inside the business.
Companies with an idea, prototype, or early product that now need experienced technical direction to turn it into a real, maintainable product.
Companies with AI-built, outsourced, or rushed systems that now need professional review, stronger security, better maintainability, further development, and a credible path to production.
Technical ownership is fragmented or missing entirely.
The development process and day-to-day ways of working no longer support the business.
Oversight of partners and development work is weak or absent.
Systems have evolved unevenly over time and are now difficult to change and extend safely.
Product direction, technical decisions, and business goals are no longer aligned.
Important decisions are made under pressure, without a clear picture or shared principles.
We start by understanding how the system really works today, where the risks are, what is slowing change down, and what the business actually needs. Then we help fix the right things in the right order.
Build a clear picture of how the system works today, what it depends on, how delivery is run, and where the main risks sit.
Surface what is slowing change down: unclear ownership, technical bottlenecks, problematic dependencies, or weak points in partner delivery.
Decide what needs fixing now, what can wait, and which sequence best supports the business.
Work with your team and partners to make the needed changes happen, taking a direct role in execution where it matters.
A short example of the kind of hands-on engagement this service covers.
App-based motorbike rental platform for the Thai market.
Rollzy had an initial version of the platform, but the solution required a more structured reset: key functionality was incomplete, reliability was not yet at the required level, and there was limited visibility into what had been specified, built, and delivered.
We first mapped the real state of the product, limited the initial scope, and sharpened the product focus. Together with the client, we defined the early customer, the core processes, and a realistic route into the Thai market. That work made it clear that moving forward required a new technical foundation, which we then took through to the first MVP launch.
We helped define which key roles and capabilities Rollzy needed in its own team to keep moving, and assess whether the people brought in were the right fit for those roles. We remained involved in the product's continued development after the initial launch.
Behind Zemora is Toomas Soha's experience as an engineering leader and founder. It spans more than 15 years across fintech, telecom, health tech, and startup product delivery, including Head of Engineering and CTO roles, hands-on architecture, team building, and shipping production systems.
That background helps connect speed, reliability, and technical leadership in situations where all three need to work together.
Our approach
We work directly inside the problem, not as advisors from the sidelines.
We keep communication clear and understandable for both leadership and developers.
We make decisions grounded in business needs and technical reality.
We take responsibility for making sure the necessary decisions and work actually move forward.
Start here
Every situation is different. If your business depends on software and you are not fully confident about the state of the technical side or what should happen next, a short conversation is the right place to start.