As Fractional CTO, architected the core DeFi contracts, built the full-stack product, and led a team of 15, work that helped the company graduate from the Tachyon accelerator, raise $1.5M, and launch on the Flow blockchain.
As Fractional CTO of Inflow Music, I architected and built the company's core DeFi contracts in Solidity, and built the front-end app, APIs, and backend around them, the whole vertical, not just the contracts. I also built the CI/CD pipeline the team shipped through, and managed a team of 15 developers: regular 1:1s, performance reviews, and the day-to-day technical leadership of a team that size actually needs.
The company graduated from the Tachyon accelerator during my time as CTO, and we raised $1.5M off the back of the development effort I led: the technical execution was a direct input into the fundraising story, not a separate track running alongside it. We launched successfully on the Flow blockchain on that foundation.
The harder part of the role wasn't the Solidity or the React: it was the constant negotiation between business needs and technical ones. Working closely with the CEO, the job was making sure roadmap decisions reflected what the contracts and infrastructure could actually support on the timeline the business needed, and vice versa.
Investors don't fund a roadmap slide, they fund evidence the team can execute it, and for an early-stage DeFi product, the clearest evidence available is a working product. The sequence here ran technical execution first: architecting the core contracts and shipping the full-stack product gave the company something to graduate Tachyon with and something to show investors, not just describe to them. The $1.5M raise closed on the back of that build, in the order that actually matters commercially: the engineering had to exist before the story about it could close a round. As Fractional CTO, the model wasn't 'build in parallel with fundraising': it was 'the build is the fundraising case.'