Most founders don't need a CTO.
They need someone who can tell them the truth about their software project and stay until it's done.
That's the gap I fill. I'm a technical advisor for non-technical founders and business owners.
I'm the person in your corner who speaks both languages and makes sure you never get taken for a ride.
Why I started this
Here's something I noticed after years of working inside large companies:
the technical world is not set up to be fair to people who didn't grow up in it.
If you're a non-technical founder and you need software built, you're walking into a room where everyone else knows the rules and you don't. Developers, agencies, and vendors all have their own language, their own incentives, and their own definition of "done." Without someone in your corner who understands that world, it's very easy to spend a lot of money and end up with something that doesn't work.
I've seen it happen more times than I can count. And I decided I'd rather be the person who prevents it than the person who watches it happen from the inside of a corporate org chart.
So I left Amazon and started doing this instead.
Where I've been
A career built on solving technical problems at scale
Past Experience
Started my career analyzing intelligence and solving complex problems under pressure. This foundation taught me how to think systematically about risk and decision-making.
Amazon
Senior Technical Program Manager
At Amazon, I managed 80-plus projects a year, led cloud-native migrations across more than 30 teams, and directed the Peak Readiness program for Amazon Device services — which means I was responsible for making sure the technical infrastructure held up when it mattered most.
I got very good at translating between engineers and everyone else. At keeping projects accountable. At spotting the risks that teams don't see until it's too late.
That's the skillset I now bring to founders and small business owners who need someone with that level of experience in their corner — without the full-time executive price tag.
AWS
Senior Technical Program Manager
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PARSONS
Intelligence Analyst
I started at Parsons writing code. Over nine years, I moved from individual contributor to engineering manager to program manager — which means I've sat at every seat at the table. I know what it looks like when a project is being built well, and I know what it looks like when it's quietly going off the rails. That progression is rare, and it's the foundation of everything I do for clients now.
Industries I worked across at Parsons: healthcare, professional services, advertising, sports and entertainment, automotive, and aerospace. The industries were always different. The problems were almost always the same.
U.S. AIR FORCE
Intelligence Analyst
Before any of the software work, I spent time in the Air Force as an intelligence analyst. That background instilled something that's stayed with me ever since: the discipline to think clearly under pressure, cut through noise, and focus on what actually matters. It's not the most obvious credential for a technology advisor — but it shows up in every client engagement.
Certifications & Education
Project Management Professional (PMP)
PMI Agile Certified Professional (PMI-ACP)
Masters in Business Administration
These aren't decorative. The PMP and PMI-ACP are the credentials that investors and acquirers recognize when they ask technical questions about your project — and having an advisor who holds them gives your operation credibility in those conversations.
How I work
I tell you what I actually think.
Not what you want to hear. If your idea has a flaw, I'd rather surface it in week one than have you find out after you've spent the budget. Honest feedback early is cheaper than polite feedback late.
I stay in plain language — always.
Technical people sometimes use complexity to signal competence. I don't. If I can't explain something to you in plain terms, I don't understand it well enough yet. Every recommendation, update, and decision gets translated into language that makes sense for someone running a business — not someone running an engineering team.
I'm on your side, not the vendor's.
I don't take referral fees from developers or agencies. I don't have preferred vendors. My only incentive is to help you get a good outcome. When I recommend someone, it's because they're the right fit for your project — full stop.
I stay involved until the job is done.
A lot of consultants are great at the strategy conversation and disappear before execution. That's not how I work. I stay involved through delivery: attending vendor calls, reviewing progress, flagging risks, and keeping the project moving in the right direction. You'll never wonder what's happening.
I work with a small number of clients at a time.
That's intentional. The kind of attention I bring to an engagement isn't scalable if I'm spread too thin. If we work together, you'll have access to me, not a junior associate, not a project coordinator. Me.
Who I work best with
I work with founders and business owners who have an operating business (not a pre-revenue idea) and who need help navigating a software decision that matters.
What I'm not the right fit for: brand-new startups with no revenue yet, businesses that are looking for someone to build the software themselves, or situations where the goal is to find the cheapest possible path. I'm an advisor and an overseer, not a developer.
If you're not sure whether your situation is a good fit, the discovery call is the right next step. That's exactly what it's for.
The Advisor Founders Call When it Matters
Micah Moffett spent nearly two decades working his way through every seat at the technical table- from writing code as a software engineer at Parsons, to managing engineering teams, to overseeing large-scale programs at Amazon. As a Senior Technical Program Manager, he led cloud-native migrations across more than 30 teams, managed 80-plus projects a year, and directed the infrastructure programs that kept Amazon Device services running during peak demand.
He left corporate to do something that felt more meaningful: helping founders and business owners who are trying to build software without a technical co-founder or CTO. He bridges the gap between business vision and technical delivery, translating between both worlds, protecting clients' investments, and staying involved until the job is done.
Micah holds a PMP, PMI-ACP, and an MBA. He is a U.S. Air Force veteran. He is based in Denver, Colorado, and works with clients remotely across the U.S.
If you're in the middle of a software decision and not sure who to trust, that's exactly what the discovery call is for.
It's free. It's up to 45 minutes. And it's not a pitch. It's a real conversation about where you are and whether working together makes sense. Most people leave with more clarity than they came in with, whether we end up working together or not.
