Take back control of your technical project.
I step in when the project is not moving, the supplier gives no clear answers and nobody in the company knows whether the problem is technical, operational or a pending decision. I find out what is really going on, put it in order, and stay until it moves again.
First call, 30 minutes, no cost. If I cannot help you, I will say so on that call.
Everyone is busy. The project is not moving.
It is not a lack of work. It is that nobody has had the full picture for a long time.
The date has moved three times
And nobody can explain exactly why, beyond things having come up.
You ask, and the answer makes no sense
You cannot tell whether they explain themselves badly, or would rather not explain at all.
More comes in than goes out
Every week something urgent arrives and something is left half done. The list only grows.
Whoever shouts loudest decides
Work is not prioritised by what moves the business, but by who insists more this week.
The money is going at a good pace
Visible progress, not so much. And nobody dares ask how much is left.
Nobody knows where the problem is
Technical, operational or a decision. And until that is known, you keep paying just in case.
Any one of these can be tolerated for a few months. The trouble is they almost never come alone, and the longer it goes on, the more expensive it becomes to find out what was failing.
The person who calls me is usually about to sign something.
A quote, a migration, a contract renewal, an investment. And they are missing one piece to decide calmly.
- Before signing a large quote, when you have a proposal on the table and nobody to contrast it with.
- Before changing supplier, when you suspect the agency but do not want to find out later that the problem was elsewhere.
- Before a migration: the most expensive decision anyone makes with the least information.
- Before investing or buying, when you need to know what is really underneath what you are about to pay for.
- When the project has been stalled for months and every meeting ends like the last one.
- When you have run out of judgement of your own, and every decision depends on someone outside saying yes.
If you are at any of these points, half an hour of conversation will save you weeks.
Book a technical diagnosticFive ways in. It almost always starts the same way.
It does not matter how you arrive: the first thing is to understand the situation. After that we will see whether this is a rescue, a due diligence, or a half-hour call where I tell you that you do not need me.
Digital project rescue
For a project that has not moved in months and nobody knows whether it can be saved. I step in, find out what is happening and tell you what can be done, even if the answer is to stop.
See digital project rescueTechnical due diligence
For when you are about to invest in, buy or inherit a platform and need to know what you are taking on before you sign.
See technical due diligenceFractional CTO
For companies that need senior technical judgement in their decisions, but not a CTO on the payroll.
See fractional CTOTechnical vendor management
For when you have an agency, freelancers or several suppliers at once, and nobody coordinates or validates what they do.
See technical vendor managementeCommerce technical advisory
For platform, migration, integration or roadmap decisions, with someone who knows the ground and does not sell development.
What I do resembles several things. It is none of them.
These distinctions are not marketing. They change who should call me.
I am not an agency
An agency makes money when you build. I do not build your project, so I can tell you not to. That is the difference between advice and a sales proposal.
Nor a PowerPoint consultancy
I do not hand over a report and disappear. I go into the repository, the tickets, the meetings and the supplier calls. If I have to get into the detail, I do.
A freelance developer solves what you ask for
My work starts earlier: deciding whether what you are about to ask for is what should be asked for.
And the generic fractional CTO lives somewhere else
Most of what is sold under that name is technology strategy for startups. I work with companies that already have a concrete problem, a supplier and an invoice.
Technical judgement, with accountability
I tell you what I would do and why, not a list of options that leaves you choosing with no more information than before.
An operational eye
Most of the technical blockages I have seen were process blockages in disguise. I know how to look at both.
Real independence
I have no platform partnerships, no commission for recommending a tool, and no development team to keep busy.
Translation between business and engineering
I can argue an estimate with your supplier and walk out of that room to explain to the board what it means in money and in weeks.
Understand, order, prioritise, move, show.
There is no proprietary methodology and no trademarked framework. There is an order, and the order matters: almost every project that stalls did so because it started at step four.
Understand
I talk to the business, the technical team and the suppliers. I look at the code, the tickets and the contracts. I listen to three versions of the same story.
Order
I separate what is broken from what is merely disorganised, and both from what simply has not been decided.
Prioritise
I sort by business impact and by risk, not by what is easiest to estimate.
Coordinate or execute
Whatever is needed: I coordinate your team and your suppliers, or I roll up my sleeves and do it.
Make it visible
I report in the language of whoever is listening. To the board, in money and dates. To the team, in tickets.
This is not theory.
It is what I have been doing for years.
building for e-commerce, from the code to the architecture.
running digital agency operations: teams, capacity, profitability.
platforms mastered — and everything that connects to them: ERP, PIM, gateways, logistics.
Picking development back up and putting judgement between IT and marketing
- The blockage
- Their technical supplier stopped serving them. They were looking for someone to pick up development on their Magento, but underneath there was an unprioritised backlog and a disconnect between IT and marketing: marketing asked, IT could not keep up, and nobody applied judgement to what could be done, how, and what could not.
- What I did
- I came in through development, but within three months the role grew: I ordered and prioritised the backlog, and placed myself as a filter between IT and marketing, translating requests, setting realistic limits and deciding what to move first.
- What changed
- Deployments went from 15 minutes with occasional regressions to 8 controlled minutes with no surprises. We switched on cross-selling and upselling at points on the site where they were not being used: +8% in sales. And their backlog stopped being a chaotic list: today IT and marketing work from a prioritised plan, with clear actions for each team.
Avoiding the launch of an empty shop
- The blockage
- They arrived with a clear brief: «put the eCommerce online». Before accepting it I asked the basics: products loaded? shipping? payments? testing? The answer exposed the real problem: there was no catalogue at all. Launching then would have meant opening an empty shop.
- What I did
- I guided the choice of a PIM and orchestrated the operational side of its integration. I coordinated the suppliers involved and made sure what was delivered actually worked before opening. I raised SEO before publishing, and the right moment to do it, and took on SEO and SEM.
- What changed
- They avoided opening a broken shop with no catalogue. The project is moving in an orderly way towards production, with the systems connected and the catalogue under control.
Mateo Garrido
Founder · Judgement and execution
I started dikéit with a simple conviction: most digital businesses do not need another agency selling them hours. They need someone who tells them the truth about what is happening, orders the next move, and stays to execute it.
About dikéitTell me what is stuck.
Half an hour, no sales pitch. You explain the situation, I tell you what I see, what I would do, and whether this is something I can solve with you or you need something else. If it is the latter, I say so on that same call.
You tell me what is happening. No preparation, no deck, no filters.
Together we name where the real blockage is, not just the symptoms.
If there is a fit, we define the next move. If not, I tell you straight.
Questions I always get.
Are you an agency, a consultancy or execution?
None of the three entirely, and that is the point: I find what is holding the business back, decide what deserves to move, and execute or coordinate whatever is needed to fix it. A consultancy diagnoses and leaves; an agency executes whatever you ask. I close the loop.
Do I need to prepare anything?
No. Often the best moment to step in is precisely when there is noise and too many things open at once.
Do you work with my team and my suppliers?
Yes. The idea is to improve how what you already have decides and moves, not to replace it or add another layer.
How much does the first call cost?
Nothing. It is 30 minutes. If there is a fit and we continue, from there it is paid work, agreed in writing before it starts.
How long does a typical engagement last?
It depends on the blockage: there are 3-4 week interventions and engagements that run for several months. We define it based on the situation, not on a package.
One diagnostic a month in your inbox.
Signals, methods and judgement from the Diagnostic Center, before they are published. No hot air, no sales cadence.