Pre-seed to Series A: fractional C-level when you need depth but aren't ready for full-time commitment.
Series B and beyond: board-level governance and advisory for companies that have outgrown the fractional model.
Different company stages require different kinds of leadership. Tendravo helps you navigate all stages of business.
The best technology leaders understand that what a company needs changes as it scales. A pre-seed startup doesn't need a full-time C-level executive — it needs someone who's been through this before, deployed at the level of commitment the stage warrants.
By Series B and beyond, companies need depth, accountability, and organizational weight that fractional work can no longer provide. That's when board coverage and advisory engagement become the right fit — still institutional expertise, scaled to what the company actually needs.
Institutional experience across company lifecycles
Deep domain expertise in regulated and emerging technology sectors
Tendravo serves different personas at different stages with different engagement models.
Pre-seed through Series A: You have product-market signal but the technology org is still immature. You need someone institutional in the room without committing to a full-time C-level hire.
All stages: You need technology governance and oversight but lack board members with credible technical depth. We provide that lens — advisory, depending on your needs.
All stages: You recognize that leadership gaps are existential risks. We help portfolio companies at any stage — from pre-seed fractional C-level support through board governance for mature holdings.
C-level functions available as fractional, project-based, or board/advisory engagements — each calibrated to company stage.
Ongoing strategic technology leadership — 1–3 days per week. Org building, architecture decisions, technical hiring, vendor management, and board-level reporting. When a company needs full-time caliber expertise but isn't ready for (or doesn't need) full-time commitment.
Security and compliance leadership for regulated companies. SOC 2 readiness, penetration testing oversight, regulatory engagement, and risk frameworks — critical when your product is the regulation.
Product strategy, roadmap definition, and product team leadership. For companies that need institutional product discipline before committing to a full-time hire.
Quarterly strategic oversight with deeper involvement on key decisions. For companies navigating fundraising rounds, regulatory challenges, product pivots, or technology restructuring at any stage of growth.
Observer and advisory board seats with technology governance depth. For companies where the board lacks credible technical representation — from early-stage seed boards through publicly traded boards.
Defined initiatives with clear deliverables — technical due diligence, infrastructure modernization, compliance audits, org restructuring. Deployed at any stage where a specific technology challenge requires seasoned execution.
Differentiators that matter at any stage of a company's lifecycle.
Direct experience operating under NYDFS oversight, securing an SEC no-action letter, presenting before the Wyoming banking board, and engaging the OCC for regulatory discussions. Most fractional C-level execs and board members have never been inside a regulatory negotiation.
Built and operated primary blockchain networks, launched $21B market cap stablecoins, created tokenized commodities, deployed parachain infrastructure. Not theoretical advisory — operational execution at scale.
Repeatedly built engineering organizations from ground zero to 60+ people. Not managers who "led" someone — founders of the org itself. This matters at every stage, not just early.
25 years spanning regulated environments, including large-scale technology budgets, SEC/DFS-regulated systems, and eight-figure institutional acquisitions. Compliance isn't a side skill — it's the architecture.
Wharton MBA + Cornell EE degrees. Translation between technical teams and business boards — rare at the C-level, rarer with deep engineering chops.
Led engineering diligence for multiple eight-figure acquisitions. Understands technology valuation from both the builder and deal side — relevant for M&A, fundraising, and board-level capital allocation.
25 years of executive experience across fintech, blockchain infrastructure, telecom, and enterprise software.
Education
MBA — Wharton School (2007) | MS Electrical Engineering — Cornell University (1995) | BS Electrical Engineering — Cornell University (1994)
Book a conversation. No commitment, no pitch deck required.
Whether you're pre-seed and need fractional C-level support, or a board at any stage that needs technology governance depth — we'd love to hear from you. Typical response within 24 hours.