D2C food brand, Bremen
Interim CTO for a D2C Food Brand in Bremen
Without permanent technical leadership, shop and ERP decisions the company needed had stalled.
| Industry | E-Commerce |
|---|---|
| Services | Fractional CTO |
Situation
A D2C food brand in Bremen had no permanent technical leadership at a time when decisions on the shop platform and the ERP were due. Both systems are tightly linked in a D2C business with physical delivery. Without someone owning both sides, the decisions kept getting stuck.
Task
As interim CTO, we were to take on technical leadership, assess the existing shop platform, define a new architecture, and lead the ERP migration, with full decision-making authority for the duration of the mandate.
Implementation
Technical leadership on a fixed term
Decision-making authority and responsibility for the duration of the interim mandate.
Shop evaluation
Assessment of the existing platform with a clear recommendation.
New architecture
Target architecture for the shop and adjacent systems.
ERP migration
Guided transition, aligned with the company's operating calendar.
Approach
Decision-making authority sat with the interim CTO from day one, not with an external recommendation someone else would have had to implement. The shop evaluation was measured against the company's actual growth and operations, not a generic checklist.
The shop and ERP decisions were made together, because they interlock in a D2C food business with orders, warehousing, and delivery. The migration was timed so it did not hit ongoing operations during a critical phase.
Result
The company had continuous technical leadership throughout the transition. Shop and ERP decisions were made and implemented instead of staying open, and the company could keep operating on the new architecture.
Transferable lessons
An interim CTO closes a real gap
It is about decisions made, not a transitional arrangement on paper.
Shop and ERP need to be decided together
Looked at separately, you miss how tightly both systems interlock in operations.
Plan migration around the operating calendar
Orders, warehousing, and delivery must not stall because of a migration.
First conversation: 30 minutes, concrete.
We talk about whether an interim CTO closes your current gap.