Chief Technology Officer

Structure & Compensation

• Role type: Independent contractor initially, with a planned move to local employment.
• Annual Value (Gross): £126,500–£156,300 (UK) · €147,600–€182,400 (Europe) · $170,000–$210,000 (US). Includes performance bonus.
• Contractor Terms: You are responsible for your own taxes, insurance, and statutory contributions.
• Equity: Meaningful equity is included.
• Future Transition: As we build our international team, we intend to move you to a local employment contract, with statutory benefits and pension, once employment is set up in your country. Timing isn't guaranteed.

About Entromy

Entromy is the management insights platform that accelerates value creation across the private equity portfolio. PE firms and their portfolio company CEOs use Entromy to see whether an organization can actually deliver its value creation plan: where leadership, operations and culture are aligned with the strategy, where execution is at risk, and what to do about it. Our diagnostics, Value Creation Plans and leadership 360s turn organizational, operational and talent data into the decisions that move EBITDA, for operating partners and portfolio CEOs alike.

Next, we are building organizational intelligence that runs continuously: AI agents working across a company that give CEOs and their sponsors a live read on execution risk and recommend what to do about it, week to week rather than once a year. Building that platform is at the center of this role.

We are a small team that punches well above its weight, and we run AI-forward by default: in the product, in the architecture underneath it, and in how we work day to day. Our own operating systems run on agents, and every part of the company is expected to keep pushing that further. The market is pulling, and we are investing in the engineering leadership to compound that momentum.

The opportunity

We are hiring a Chief Technology Officer: a hands-on technology leader who will own how we build and set the technical direction that carries Entromy through its next chapter. This is a builder's seat, not a figurehead one. You will stay close to the code and the architecture, working alongside the engineers rather than directing them from a distance. You will report directly to the Founder and CEO and partner as a peer with our Head of Product, who owns product direction.

A CTO at our scale is hands-on by definition: ten engineers, a platform PE firms already rely on, and the mandate to build both the team and the technical foundation for what comes next. The job is equal parts technical vision, engineering execution and people leadership, and it sits at the center of how far we take AI. You will inherit a tenured, capable team that has built the platform PE firms rely on, and a real set of opportunities to lift the bar: on AI infrastructure, on performance, on how a distributed team ships, and on how engineering connects to customers and revenue.

Why this role, why now

Entromy is at the inflection point where senior technical leadership becomes the multiplier. The product is proven and customer pull is accelerating. What we are building next, autonomous agents running continuously inside customer organizations, raises the bar on everything underneath: cost, latency, reliability and security stop being engineering concerns and become product features.

Our buyers are private equity firms and their portfolio companies, which means enterprise expectations on security posture and compliance arrive early and do not negotiate. Someone needs to own that whole picture and hold it honestly against delivery speed. Today that ownership is split across the CEO and the Head of Product, and that is not where it belongs.

What you'll own

01 Set the technical vision and architecture

• Own the architecture and the technical direction, and make the sequencing calls: what we build, what we buy, what we retire, and in what order.
• Scale our AI infrastructure, the systems that let AI features run reliably in production, from insight generation through to the autonomous agents we are building toward: caching, cost, latency, evaluation and model routing.
• Set the pace on what AI makes possible here. The models and the tooling move every few months, and we expect the person in this seat to be the one bringing the next capability to the table, running the experiment, and telling us plainly what is real and what is hype.
• Take AI into how we operate, not only what we ship: agents and automation inside engineering, delivery and the wider company, so the team compounds its own capacity rather than adding headcount for every new demand.
• Lead the modernization of legacy systems without stalling delivery, sequencing technical migrations against everything else engineering is shipping.
• Set and hit real performance targets. Make latency and load something we design for, not something we react to.

02 Own the whole delivery chain

• Raise developer productivity: how fast an engineer gets from an idea to working software in production, and what stands in the way of that today. The delivery chain is only as strong as its weakest link, and the brief is the whole chain.
• Build the test coverage and release pipeline that let the team ship confidently and often, so releases stop depending on manual gatekeeping.
• Own deployment and reliability: what happens after the release, how fast we know when something is wrong, and how fast we put it right.
• Establish engineering standards that hold: code review norms, architectural documentation, contributor guides, and a clear definition of done.
• Run a predictable sprint and release cadence tied transparently to business priorities, with real visibility into engineering capacity.

03 Own security and enterprise readiness

• Own DevOps and security posture, including ISO 27001 compliance, and balance it honestly against speed and scale.
• Be the technical voice customers trust in security reviews, architecture conversations and integration questions, where a credible answer moves a deal.

04 Lead and grow the engineering team

• Lead a team of roughly ten engineers and QA, primarily based in Europe with several engineers in Latin America, with real budget authority to shape how it grows from here.
• You are not inheriting a vacuum. Senior engineers on this team already own significant ground, including test infrastructure, CI/CD and live compliance workstreams, and they have carried the product well. Your job is to build on that, give it architectural coherence and room to scale, and earn the right to raise the bar rather than assume it.
• Set the rhythms and standards that make a distributed team perform: written decisions over live ones, handoffs that use the timezone spread, and enough overlap that it still feels like one team.
• Own engineering hiring end to end: what the bar is, who we hire, and how we onboard so a new engineer is contributing in weeks rather than months.
• Build the engineering career ladder with our Head of Operations, and make performance management real: clear levels, honest reviews, and a visible path for every person on the team.

05 Partner with product and the leadership team

• Sit alongside our Head of Product as a true peer. Product direction is theirs. What is technically possible, what it costs, and in what order it can be built is yours, and you surface those tradeoffs early rather than late.
• Connect engineering work to business outcomes: revenue impact, time to value, retention and operating leverage.
• Give the leadership team an honest read on technical risk, and take day-to-day engineering ownership off the CEO's desk.
• Represent Entromy outside the building: strategic partnership conversations, client discussions where the technical answer is the one that decides it, and investor conversations where the platform is the story.

How you'll work

Reports to: Jan Jamrich, Founder and CEO.

Partners with: Georges Obolo, Head of Product, as a peer.

Leaders: The engineering team, full-stack, front-end and QA, primarily based in Europe with several engineers in Latin America.

Location: Remote. Strong preference for London or Amsterdam; open to the UK, EU, or US East Coast more broadly. Meaningful overlap with the European working day matters, because that is where most of the team is.

Your first 90 days

We will build this properly with you before you start. Directionally, it looks like this.

WEEKS 1 TO 4

• Listen, and form a technical point of view
• Meet every engineer. Understand what they have built, what they are proud of, and what is quietly costing them time.
• Get inside the system: architecture, data model, the AI stack, the release path, the known debt.
• Build a working partnership with the CEO and the Head of Product, and agree how the three of you operate.
• Come back with a diagnosis and a sequenced view of what to fix first. No structural changes yet.

WEEKS 5 TO 8

• Stabilize and set the standard
• Land the engineering operating rhythm: cadence, definition of done, ticket quality, review expectations.
• Get automated coverage and CI/CD to a baseline the team trusts, and close the gaps that force manual gatekeeping.
• Publish the architectural direction, including the AI infrastructure plan, so the team can build against it.

WEEKS 9 TO 12

• Raise the bar
• Start the first migration or performance workstream against the sequence you set.
• Connect engineering metrics to business outcomes and bring that visibility into the leadership rhythm.
• Make your first calls on team shape: where to invest, where to develop, where to add.

Who you are

Required

• Significant engineering leadership experience in fast-moving B2B SaaS, including real time as an individual contributor. You can still read code and evaluate an architecture, and you want to.
• A track record scaling both a team and an enterprise-grade architecture, ideally somewhere that had to retrofit performance and reliability under real load.
• You have built the people infrastructure, not just run it: levels, review cycles, onboarding that works, and at least one engineer you promoted into a role they were not ready for on paper.
• You build with AI because you are curious about it, not because it is on a roadmap. That might be an LLM-powered feature you have run in production, or systems you have built for yourself. What matters is that you understand what runs underneath, not only the prompt layer, and that you stay close to the technology as it moves.
• You have run a legacy-to-modern migration while the business kept shipping features in parallel.
• You have taken a team from manual, QA-gated releases to genuine automated coverage and CI/CD confidence.
• Real experience leading distributed teams, particularly in Eastern Europe. Not simply remote-friendly.
• Strong communication with executive and customer-facing stakeholders, high integrity, and a long-term builder's mindset.
• A driver, not an administrator: you set a technical point of view, bring others with you, and are credible talking about it outside the building, with customers, partners and the engineering community.
• Bachelor's degree in computer science or engineering, or equivalent experience.

Nice to have

• Startup and enterprise scaling experience in the same career.
• Background in HR tech, org-health, analytics or another platform serving sophisticated enterprise buyers.
• Exposure to private equity or professional services as a customer base.
• Well networked in the AI and engineering community.

If this sounds like you

If you want to build the technical backbone of the company defining a new category in private equity, let's talk. Early conversations go deep on specifics: the load times you have actually moved, the AI feature you have actually operated in production, the migration you have actually run.