Piercarlo Serena

I owned the full technical scope throughout: architecture, hiring, vendor selection, and cloud spend. What that produced: - Redesigned how we ship: from 4-week sprints releasing on a fixed cadence — and carrying bugs out with them — to 2-week sprints with independent, milestone-based releases. Bugs introduced dropped by 90%. - Built the platform's observability infrastructure from scratch, from effectively zero instrumentation to real visibility into production - Ran a continuous tech-debt programme alongside feature delivery, including modernizing authentication to a JWT-based login, so delivery speed didn't decay as the codebase aged - Led the technical side of an ISO 27001 certification programme — the groundwork that gets a SaaS product through enterprise security reviews As a fractional CTO I bring that same scope to founders and non-technical CEOs, on the decisions that are expensive to reverse: architecture before it calcifies, build vs. buy, when and who to hire. I tend to design processes that fit the team you actually have, not the one an org chart says you should have. A few days a month, retainer or per project.