Fractional CIO · CTO · Life Sciences, Healthcare & Healthcare Supply Chain
Most CIOs defend a budget. I’ve carried a P&L.
I turned a $900K tech services business into an $11M tech product line at 60% gross margin, and built two technology business units from nothing through a private equity exit.
Small IT team, too few systems, a business outgrowing both? I’ve run that too — and cut the cost of running IT by 40%, got customers paying 30% faster, and shipped orders in half the time.
Now I do that work fractionally, for private-equity-backed and owner-led companies in life sciences, healthcare and healthcare supply chain.
Thirty minutes. No deck, no pitch. Bring one technology decision you’re stuck on and we’ll pressure-test it together.
CurrentlyFractional CIO to two clients: the technology product division of a PE-backed $8B+ healthcare distribution business, engaged by the sponsor’s operating partner, and an $80M healthcare services company, engaged by its management team.
Two kinds of client. One question.
Whether you are a sponsor protecting a thesis or an owner protecting a life’s work, the question is the same: is technology adding value here, or quietly subtracting it? I answer that with evidence rather than opinion, and then I stay to fix it.
For private equity
You have a thesis, a clock, and an operating partner already being pulled toward the next deal. I’m the technology executive who stays.
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I spent ten years on the operating side of a full private equity cycle — the initial investment, the hold period and the exit. Today I’m fractional CIO to two companies: one engaged directly by its sponsor’s operating partner, the other by its management team.
Board-approved roadmap in 8 weeks · $0 incremental sponsor capital
Start hereTechnology Value Diagnostic · 4–8 weeks, fixed fee →
See how I work with sponsors →For owner-led companies
You built the business on systems that got you here and will not get you there. I’ll tell you what is actually holding you back, in business terms, without a vendor attached to it.
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Maybe there is a transaction in your future, maybe you’re just tired of technology being the thing that slows everything down. I spent ten years at a family-founded company — through its first private equity investment and out the other side — so I know what that asks of the people who built it.
7 → 100+ clients · 30% faster client onboarding
Start hereAsk for the 12-question readiness check →
See how I work with owners →Five problems I get called for.
- 01
IT is a cost center and it should not be. Internal technology capability turned into a product line with real pricing, real margin, and a P&L someone owns.
- 02
Technology red flags before an investor finds them. Technical debt, compliance gaps, security posture, key-person risk — priced and sequenced on your timeline, not theirs.
- 03
Systems that cap growth. Modernization scoped to the growth you actually expect, not the growth a vendor wants to sell you.
- 04
AI that never leaves the pilot. Production systems with governance, a measurable dollar figure, and a story that survives board scrutiny.
- 05
Data you own but cannot use. Operational exhaust turned into pricing, retention and margin decisions.
What the people who hired me say.
Thanks to Rajeev’s leadership, every measurable metric — customer experience, client adoption, revenue, margins and quality of delivery — has improved.
Rajeev’s depth of experience, perspective and the clarity with which he thinks and leads left a lasting impression on all of us.
Rajeev identifies and implements the key technology initiatives that drove business growth for my company.
Bring me the decision you’re stuck on.
Thirty minutes, no deck. If I can help, you’ll know by the end of the call.
If I can’t, I’ll tell you who can.