Product and tech leadership, part-time.
I join your leadership team and take on product and tech, so your decisions stop waiting. Strategy, roadmap, team, and AI embedded in your processes as well as in your product. Without the cost or the delay of a full-time hire.
The need for leadership is there. The full-time role, not yet.
Everything comes back to me, I have become the bottleneck
The PMs move without direction, priorities shift with each emergency. Roadmap, trade-offs, the relationship between tech and product: nothing gets decided without you.
Hiring a senior CPO or CTO is too soon
The need for leadership is real, the full-time role is not yet justified. You keep putting it off, and the product moves ahead with no one at the helm.
Tech and product talk past each other
Two teams, two languages, no one to arbitrate at the right level. The same topics keep coming back, decisions get made three times.
AI is everywhere, except in our processes
Your competitors announce gains, your teams try tools without a framework. No one owns the topic at the level where it commits the company.
Decisions, not recommendations.
A product and tech head in your decisions
Senior leadership, in the exec committee and alongside the team. Trade-offs are made once, at the right level, and they hold.
A roadmap and a cadence that hold
Vision, prioritisation, delivery pace. A product organisation that reads clearly, internally and in front of your board.
A team that grows more autonomous
Your managers build their skills, the organisation learns to decide on its own. My exit is prepared from the very start.
I arrive with AI already running, not with a transformation plan.
I run my own engagements with AI agents. What I set up at your company has already proven itself, on three fronts.
Productivity agents
Backlog summaries, meeting notes, activity tracking, competitive intelligence: agents that produce every week for your teams, not licences left idle.
AI in your processes
Team rituals rethought with AI as a collaborator: meeting preparation, documentation generated from the code, augmented reviews. The organisation speeds up without hiring.
AI in your product
AI features that are scoped and documented, compatible with your regulatory framework, MedTech included (MDR, AI Act). Innovation does not come at the cost of risk.
Three ways to have me alongside you.
The same level of rigour, three scopes: product alone, product and tech together, or a challenge bounded in time.
Part-time product leadership
You already have technical leadership in place. I take on product strategy, the roadmap and the team, paired with your CTO.
- Strategy and product roadmap
- Management of the product team
- Paired with your CTO
- 3-month minimum commitment
Who it's for: a tech side that holds, a product that lacks direction.
Part-time product and tech leadership
No one is overseeing product and tech? I lead both: a single course, trade-offs that no longer get lost between two teams.
- Strategy and product roadmap
- Management of the product and tech teams
- Tech trade-offs with your leads
- 3-month minimum commitment
Who it's for: no senior CTO in post, a structuring stage to get through.
Strategic mandate
An engagement focused on a specific challenge, with a beginning and an end. The deliverables are defined contractually.
- Launching an MVP
- Structuring a team
- Governance and alignment
Who it's for: a challenge bounded in time, to tackle without an ongoing commitment.
In MedTech, I steer a product organisation compatible with your regulatory constraints (IEC 62304, MDR, ISO 13485). The framework secures your decisions without freezing your teams.
A clear course within 30 days. Effects within 90.
The typical flow of a part-time engagement. A mandate follows the same logic, on a bounded scope.
I listen, without preconceptions
The team, the product, the numbers. I ask questions, I spot what works so as not to break it. Only genuine emergencies are dealt with straight away.
Decisions get made
Roadmap, priorities, rituals: the course is set, the pending trade-offs are settled. Everyone knows what ships, why, and who decides.
The organisation delivers
The cadence sets in, tech and product move forward aligned. Day-to-day decisions stop coming back up to you, the team gains ground.
Autonomy takes hold
The team holds, my presence narrows at the pace that suits you. You pay for leadership, not for dependence.
Observed effects, not promises.
Two recent engagements.
A product organisation structured without slowing delivery, in a medical device setting (MDR, IEC 62304). Releases ship documented, at a steady cadence, ready for audit.
Roadmap discussions revived between the product team and leadership. A data reflex established: trade-offs draw on usage data and discovery, not on convictions alone.
Montaine Marteau
Engineer and PhD, twenty years in Tech and MedTech, from the field to the exec committee: QA, product owner, then product and tech leadership. Two years as CPTO of a MedTech company, through to the due diligence and the acquisition. One year as CPTO structuring a startup. Six months as CPO of an HR Tech company.
Varied teams under my leadership (product, tech, research, support), in France and internationally. I have steered growth phases, with their hiring, and taken on difficult periods, redundancy plans and short-time working included. With one constant: listening to the teams, and speaking the language of business.
Technical enough to arbitrate with your developers, product enough to carry the strategy to your board. Not a CTO, and I know it: if your challenge becomes purely technological, I tell you so and I help you hire the right person.
FAQ
Answers to the questions I get asked most. Another one in mind? Ask it during the call.
How is this different from hiring?
You get access to senior leadership without the cost or delay of a full-time hire. The engagement adjusts to your stage, and ends when your team stands on its own.
Do you replace my CPO or my CTO?
The product seat, yes: I hold it, on an interim basis or for the long run. On the tech side, I steer the alignment and the structural choices with your teams, without claiming to be a CTO. If your challenge calls for it (architecture, scalability, debt), I tell you so, I help you hire the right person, then I work paired with them.
AI: talk or practice?
Practice: my own engagements run on AI agents (team summaries, activity tracking, documentation generated from the code, market watch). I set up what has proven itself at your company, and leave the rest aside.
How long does an engagement last?
Three months minimum for part-time, long enough to produce real effects. Most engagements run over several quarters, with a pace that decreases as the team grows more autonomous.
On site or remote?
Both. Toulouse is included, the rest of France and international by travel or remotely.
How do we start?
A 30-minute call, no commitment. We look at your situation and the right format. If an audit is a useful first step, I tell you so.
Product and tech leadership, without a full-time hire?
Book 30 minutes. You lay out your situation, I tell you honestly whether I can help, and in what format.