I’ve sat in the chair you’re sitting in.

I started writing code sixteen years ago. Since then I’ve built systems for healthcare, fintech, construction, logistics and a dozen other industries, led teams of three and teams of sixty, and shipped products that worked, and a few that didn’t. One thing held true across all of it: the technical decisions made before the raise decided what was possible after it.

Today I run WireApps, a 60-engineer firm where every engineer works alongside AI agents every day. It is real production systems and real clients, not a research lab, and it has taught me exactly what good and bad look like at the code level, at scale, right now.

I’ve also been a fractional CTO for eight years, and the same issues come up in almost every diligence: secrets nobody flagged, architecture that works at ten customers and breaks at a hundred, core IP the company does not fully own, a data moat that is really just stored data, and a retention curve bending toward zero behind a roadmap that has drifted from the revenue story. Founders are too close to see it, and investors rarely see it until it is too late.

So I built this practice to catch it earlier. Agents read the whole codebase and the product surface in hours, and I bring the judgement that only comes from having run the systems being assessed. I’ll tell you what’s wrong, what matters, and what I’d need to dig into further, plainly and without dressing it up. It is fast and honest, built for the investors deciding whether to back a company and the founders getting ready to raise.