You don't need another deck. You need someone who has run the thing they're advising on.
Most technology strategy advice comes from people who've never owned a delivery outcome. This practice is led by Sachin Garg and senior associates who have — for decades, under real delivery pressure. We don't leave you a deck. We leave you a working system.
A fixed-scope assessment of your technology, org, and delivery posture — a clear picture before you commit to anything longer.
Does any of this sound familiar?
We have a solid board, a working product — and a technology strategy nobody quite believes in.
We're facing a major build-vs-buy or platform decision. We need someone independent, not a vendor with a preferred answer.
Our org and process made sense two years ago. They don't fit the stage we're at now.
We want senior advice. We don't want another agency that pitches delivery as the solution to a strategy problem.
If one of those is you, this practice was built for exactly that situation — senior judgment with no delivery pitch attached.
I've spent 27 years building software and 21 leading the teams that ship it — long enough to know most strategy trouble isn't a thinking problem, it's an ownership problem. Advice lands differently when the person giving it has had to live with the consequences of taking it. So we keep this practice honest two ways. We evaluate, we don't sell — no preferred vendor, no delivery pitch hiding behind the strategy. And if we're not the right fit for your domain, we'll tell you on the first call.
Is this right for you?
Advisory is usually the right call when
- You need senior, independent judgment — not a vendor with a delivery pitch.
- Technology and operations decisions are starting to affect business outcomes in ways that matter.
- You're facing a decision — build-vs-buy, platform, reorg, scale-up, M&A — where getting it wrong is genuinely expensive.
- You want someone who can sit in the boardroom and the architecture review, and be credible in both rooms.
- You want a plan your team can actually act on — not a document that gets filed.
Probably not a fit when
- You need hands-on delivery leadership. That's our Delivery Management or Delivery Turnaround practice — this one gives you strategy and direction.
- You're looking for a third opinion to validate a decision that's already been made. We evaluate honestly or not at all.
What we do
Technology and operations strategy — led by senior judgment, not frameworks.
Technology strategy & product roadmap
Tied to real business outcomes, not slide logic.
A roadmap the board believes
Engineering org & process design
Structure, hiring plan, and delivery model for the stage you're actually at.
Build-vs-buy, platform & vendor strategy
Neutral and evidence-based. We evaluate; we don't sell.
RevOps & data strategy, at the advisory level
For when the revenue engine and the technology layer need to be in the same room.
Every engagement is delivered by Sachin Garg — 27 years building software, 21 leading engineering teams, 18 running a firm through real delivery pressure — alongside senior associates who've done the same. What you're buying is judgment and direction, not headcount: no bench, no staffing pitch hiding behind the strategy. If the plan calls for delivery, Rawzor can run that as its own clearly-scoped engagement — and even then we run and level up your team — we don't rent you developers.
What operator-led strategy actually produces
9 months stalled → shipped in 2
A self-hosted AI initiative had been stuck for nine months. We identified what was wrong, recruited the right specialist team, and delivered it in two months.
13 people → 4-person team, ~2× delivery
Collapsed a distributed 13-person, 3-country engineering org into a lean 4-person remote team — while roughly doubling delivery throughput — by consolidating five separate codebases into one.
~30% budget overrun prevented
Aligned a founding team and their development partner on scope, expectations, and accountability before costs spiraled. Saved an estimated 30% of project budget.
~45% ad-spend cut
Rebuilt closed-loop attribution across marketing, sales, and engineering for a revived heritage travel brand. Cut ad spend by nearly half while improving funnel conversion.
These aren't consulting wins — they're delivery outcomes. Clients described generically, never named.
A fixed-scope assessment of your technology, org, and delivery posture — a clear picture before you commit to anything longer.
Book a Strategy Diagnostic →How we work — a small, honest first step
Then we go as deep as useful — and no deeper.
- 1
Discovery & Assessment
The Strategy Diagnostic
A fixed-scope assessment of your technology, org, and delivery posture, ending in prioritized recommendations. You get a clear picture before committing to anything longer — the right starting point for most engagements.
- 2
Quick Wins & Foundations
The structural moves and decisions that create immediate clarity: process, roles, and the one or two unblocks that change how the team works.
- 3
Strategy & Direction
Ongoing advisory
Advisory through the decisions that matter: roadmap, platforms, org design, build-vs-buy calls, board-level positioning.
- 4
Transition & Hand-off
Built in from day one
When the work is done, your team owns it — we don't engineer dependency. Turning chaos into clarity, then making ourselves unnecessary: that's the point.
The whole model in one line: judgment and direction — we don't rent you developers.
We bill only for time actually worked. We don't pad retainers.
Book a short call. We'll talk through what you're facing and whether the Strategy Diagnostic is the right first step — no pitch, no pressure.
Book a Strategy Diagnostic →Start with the Diagnostic. On purpose.
Strategy Diagnostic
Fixed scope, fixed price
An assessment of your technology, org, and delivery posture, plus prioritized recommendations — a clear picture before you commit to anything longer.
Book itAdvisory Retainer or Strategy Project
$4–8K/mo retainer · $8–25K project
Ongoing advisory at ~5 hrs/week, async plus a weekly sync (3-month minimum) — or a defined-scope strategy, org-design, or build-vs-buy project. We sell outcomes, not hours — never a per-developer hourly rate.
Most engagements start — and some end — with the Diagnostic. If the recommendations are something your leadership team can run on its own, that's a fine outcome.
Fair questions
How is this different from a fractional CTO?
The fractional CTO embeds and owns execution. This practice gives your leadership team and board independent strategy and direction — often the right first step before embedding anyone.
Will this just be a slide deck?
No. Every engagement ends in decisions and a plan your team can act on. We don't leave you a deck — we leave you a working system. And if delivery is what's needed next, Rawzor can deliver it.
Do you actually know our industry?
We've worked across travel, telecom, virtual events, AI, e-commerce, and SaaS. The honest answer: we bring operator judgment, not industry-insider claims. If we're not the right fit for your domain, we'll say so.
What if the answer is that we need delivery help, not more advice?
Then that's what the recommendations will say, and Rawzor's delivery practices can pick it up as a separate, clearly-scoped engagement. Even then, we run and level up your team, and you own the payroll — we don't rent you developers.
How do you bill?
Only for time actually worked. We don't pad retainers.
Get senior eyes on the decision in front of you
Book a short call. We'll talk through what you're facing and whether the Strategy Diagnostic is the right first step — no pitch, no pressure.
Email works best right now — write a couple of lines about where things stand and you’ll get a real reply from a real person, usually within a day.