The technical rebuild, started within 100 days.
After a signing, during a merger, or when the architecture hits its limits: we plan the technical rebuild and carry it out.
The situation
A tech rebuild usually becomes necessary in three situations: after a transaction, when the systems of two companies need to be merged; when a grown architecture can no longer support the next growth stage; or when a 100-day plan from due diligence needs to be turned into concrete action. In all three cases, time is short and pressure from leadership, the board, or the investor is high.
We translate the diligence findings or the modernization need into a plan with a clear sequence: what needs to be stabilized first, what can run in parallel, what can wait. And we implement the plan, instead of letting it stall inside the company after handover.
That's what sets us apart from a pure planning engagement: we stay accountable through implementation, often in the role of Fractional CTO, until the new architecture holds and the team can carry it forward on its own.
Deliverables
100-day plan
A prioritized sequence of technical actions for the first 100 days after signing or decision, aligned with leadership and the board.
Target architecture
An architecture that supports the planned growth or the integration of two systems, with a realistic migration path to get there.
Post-merger integration
A sequence for merging systems, data, and teams that doesn't put ongoing operations at risk.
Modernization during live operation
Step-by-step retirement of outdated components, without interrupting operations or overloading the team.
Implementation support
Accountable leadership of the implementation, often as Fractional CTO, with regular reporting to leadership or the board.
Our approach
- 01
Clarify the starting point
We build on an existing diligence or, if needed, quickly produce our own assessment of architecture and risk.
- 02
Prioritization
We define what needs to be stabilized first, what can run in parallel, and what is deliberately deferred.
- 03
Set the 100-day plan
We align the plan with leadership, the board, or the operating partner, with clear milestones and responsibilities.
- 04
Implement
We lead the implementation, usually as Fractional CTO, and report regularly on progress and new risks.
- 05
Hand over
We hand over the new architecture and organization to permanent technical leadership, internal or external.
Typical starting points
| Starting point | Our approach |
|---|---|
| After a signing, a 100-day plan from diligence needs to be implemented. | Prioritized implementation with fixed leadership and regular reporting. |
| Two companies with different systems need to grow together. | An integration sequence that doesn't put ongoing operations at risk. |
| A grown architecture can no longer support the next stage of growth. | A target architecture with a realistic, step-by-step migration path. |
Our approach: Prioritized implementation with fixed leadership and regular reporting.
Our approach: An integration sequence that doesn't put ongoing operations at risk.
Our approach: A target architecture with a realistic, step-by-step migration path.
Outside our scope
We don't deliver a plan without implementation accountability, and no modernization that interrupts live operations for weeks without that being openly discussed beforehand. We don't take on a pure project-management role without technical decision authority, and we don't build a target architecture that goes beyond the company's actual needs.
Frequently asked questions
| Ausgangslage | Umsetzung | Ergebnis | |
|---|---|---|---|
| Enterprise commerce platform, Hamburg | Enterprise commerce provider with a tightly coupled architecture that had grown over time. | Headless architecture with Kafka event streaming and a staged AWS migration. | The platform runs decoupled, with Kafka as the backbone instead of a central monolith. |
| D2C food brand, Bremen | D2C food brand without permanent technical leadership, open shop and ERP decisions. | Shop evaluation, new architecture, and a guided ERP migration as interim CTO. | Decisions were made and implemented, no longer postponed. |
| E-Commerce, Munich | Several teams shared one frontend and had to coordinate releases. | Micro-frontend architecture with Next.js SSR, backend-for-frontend, and its own DevOps pipeline. | Teams ship their part of the frontend independently, without a shared release window. |
Enterprise commerce platform, Hamburg
Ausgangslage
Enterprise commerce provider with a tightly coupled architecture that had grown over time.
Umsetzung
Headless architecture with Kafka event streaming and a staged AWS migration.
Ergebnis
The platform runs decoupled, with Kafka as the backbone instead of a central monolith.
Ausgangslage
D2C food brand without permanent technical leadership, open shop and ERP decisions.
Umsetzung
Shop evaluation, new architecture, and a guided ERP migration as interim CTO.
Ergebnis
Decisions were made and implemented, no longer postponed.
Ausgangslage
Several teams shared one frontend and had to coordinate releases.
Umsetzung
Micro-frontend architecture with Next.js SSR, backend-for-frontend, and its own DevOps pipeline.
Ergebnis
Teams ship their part of the frontend independently, without a shared release window.
Initial call: 30 minutes, concrete.
We look at your starting point and sketch what a 100-day plan could look like for your company.