PegasusA chief technology officer for the stretch when you need one most.
Some decisions are too consequential to hand to a contractor and too early for a permanent executive hire. For those, you can borrow the seat: the architecture, the security judgment, the build, and the person who stands behind all of it. That person is Reggie Britt.
The seat, without the search.
There's a moment most companies hit where the technology decisions in front of them are bigger than anyone currently on the payroll is positioned to make.
Maybe the data architecture you’re about to commit to will shape the next five years. Maybe you’re pointing an AI agent at the system that runs your business and nobody’s sure where the guardrails go.
Hiring a full-time CTO for this is a nine-month search and a compensation package you can't yet size. Handing it to a dev shop gets you people who execute, but nobody who owns the call.
A fractional CTO fills that gap. Someone holds the seat for as long as the work needs it, makes the decisions, builds the thing, and hands it back when you're ready to run it yourselves — or ready to hire the permanent person the role has finally earned.
Four things worth borrowing a CTO for.
Reggie has carried all four at once, in production, with money on the line, on greenfield AI builds and legacy cores alike. Select one.
The load-bearing choices — how the data is modeled, where the intelligence layer sits, what you buy off the shelf versus what you build custom — are the ones that are painful and expensive to undo later. Buy the commodity; architect the differentiator — the one custom system, built AI-native from the first decision, that encodes how your business actually wins. Reggie has designed these systems and shipped them into production at scale.
So the strategy already knows what the architecture can bear, and the architecture already knows how it ships — one line of accountability, not five handoffs.
Judgment is where it starts. The build is where it earns out.
A call nobody ships is a deck. Most builds fail at execution, not at the idea: the proof of concept can’t survive the real system, governance lags behind what the system can do, or added capacity drifts with no one holding acceptance. So the seat carries the build too, under one line of accountability.
Technical drive owns the architecture, the code and the final technical gate. Delivery drive owns cadence and the scope line. Nothing reaches production without passing the gate.
Each sprint opens with a committed backlog and a definition of done, ends with a demo of what actually runs, and its retro changes the next one. “It demoed fine” is not a standard.
Specialist depth in data, integration and the intelligence stack, onshore and offshore run as one team on one board. Capacity flexes to the work. Accountability never moves.
As governance proves out, the gate tiers down by blast radius: a regulatory change stays human-approved, a routine patch eventually doesn’t. Whose phone rings never changes.
Four decades on the IBM midrange, from System/36 to today's IBM i, is part of the record behind this seat — but it is not what this engagement is about unless your business runs on Power. Where that platform is the center of gravity, the dedicated depth lives with a sister practice, not here.
Pegasus4i — IBM i AI-readiness ↗You take as much of the seat as you need.
Three common shapes. It’s fine to move between them as the work changes.
Several days a week through a build or a hard stretch — in the standups, owning the architecture, leading the team. The full seat, until you're ready for a permanent one.
A regular cadence of direction and review for a team that can execute but wants a senior head pointing the way and taking the calls that can't wait.
Kept on retainer for the calls that show up without warning — a vendor negotiation, a board question, a fork in the architecture — so the judgment is a phone call away.
Cash, equity, or a mix — we work that out once we both understand the job. Nothing is priced before the problem is.
One conversation, no procurement theatre.
It starts with a call about the decision you're facing. If it's not a fit, you'll know by the end of it, and so will I.
Not ready for the full seat? You can start with a single workflow — the pilot — proven in weeks, owned by you, and grown into this only if it earns it.
Thirty minutes on what you're building and where it's stuck. No deck to sit through, no invoice for the privilege.
A short, honest read of the problem, the shape of the answer, and how the seat would fit — embedded, steady, or on call.
Direction, build, and a handover that leaves your team able to run it — and, when the time comes, a clean way out.
Nocturne is the sample we built to show the seat end to end: ground truth first, one strategy, scope with definitions of done, the data owned before engineering starts, and a build that ships in gated steps, all on the client’s own accounts.
The record behind the judgment.
Reggie Britt spent a decade as CTO of a billion-dollar consumer-finance business, running a regulated, high-volume core through hyper-growth and scaling the technology organization from three people to more than a hundred and fifty. He's founded three software companies, including a platform practice sold in 2016. Pegasus Source is the fourth. When he tells you a decision has consequences, it’s because he’s lived the ones that did.
The ones that come up first.
How is this different from hiring a contractor or a dev shop? +
A contractor carries out decisions someone else has already made. This seat makes them and stands behind them. You feel the difference the day something has to be turned down, the board wants a straight answer, or a tempting shortcut would cost you dearly two years out.
We already have a strong engineering lead. Do we need this too? +
Often you don't, and I'll say so on the first call. Where it does help, it's usually because the decision carries weight past engineering — a data architecture with regulatory stakes, an agent reaching into your system of record, a board that needs the risk explained.
Tell me what you're building, and where it's stuck.
If it's a fit, we'll both know quickly.