Senior technology leadership for executives navigating consequential decisions.
I help executives understand what their technology is actually doing to their business, and fix the parts that are costing them.
Michael Snyder, Founder and Fractional CTO
30 years inside enterprise infrastructure. I have led global services teams at Dell Technologies, designed and operated production environments at scale across AWS, Palo Alto, Cisco, and F5, and supported organizations through mergers, acquisitions, and post-transaction integration.
My work sits at the intersection of technology leadership, business accountability, and decision clarity. Executives bring me in when ownership is unclear, when risks span teams, or when a decision affects cost, resilience, and delivery at the same time. Much of that work happens through Fractional CTO engagements.
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Tech Alchemy Consulting exists because I kept watching technology decisions get made without an accountable owner, and watching organizations pay for it later. The work is to make ownership explicit, name the tradeoffs, and produce a decision path leadership can defend. I built TAC because the work I kept seeing go undone sits between organizations, not inside them.
Why this work matters now
Technology drives margin, delivery reliability, and operational risk. When ownership is unclear, organizations commit spend, vendor direction, and delivery timelines before they agree on the decision frame. The result is drift that becomes expensive to unwind. Senior leadership restores control by isolating the structural issue, making tradeoffs explicit, and establishing a defensible decision path.
No vendor partnerships. No referral arrangements. No margin on recommendations.
Tech Alchemy Consulting holds no reseller agreements, partner tier status, or referral arrangements with any vendor, platform, or service provider. When the analysis points to staying with your current vendor, renegotiating, or walking away entirely, that recommendation carries no financial consequence for this practice either way.
Most technology advisors cannot say that. Resellers earn margin on the products they recommend. Partners maintain tier status by moving volume. The advice may be sound, but the incentive is never neutral.
TAC is compensated only by the client. The recommendation is the only deliverable.
Is this a fit?
Best fit
- CEO, COO, CIO, CTO, or PE operating partner facing a technology decision that cannot drift
- Founders preparing to raise where the technology narrative must hold under investor scrutiny
- Leadership teams navigating ownership gaps across vendors and internal teams
- Organizations experiencing rising cost, rising incidents, or slipping delivery without a clear cause
- Executives preparing for board, audit, or transaction discussions where technology exposure is material
Not a fit if
- You need task execution without ownership or governance
- You want a fixed package without engaging tradeoffs
- You are not prepared to assign decision accountability
- You prefer to defer the decision until it makes itself
If the situation is clear, here is where to start.
Bring the one technology decision keeping you up at night. Leave with a clear path forward.
Need a fast diagnostic? See the Structural Clarity Diagnostic →