After Blockdaemon hit $3.25 billion valuation, I started talking to companies about permanent CTO roles.

None of them felt as challenging as what I’d just done. Scaling from 10 to 187 engineers. Building infrastructure that Meta and JP Morgan trusted. Deploying validators across five continents. Managing 96% retention through hypergrowth.

I could wait for another opportunity like Blockdaemon. But I’d probably wait forever.

So I went fractional instead.

Why fractional made sense

The decision wasn’t complicated. I’d spent years building hard-earned knowledge about scaling technical teams, infrastructure, and organisations. I could apply that knowledge to help multiple companies rather than waiting for one perfect opportunity.