# Timothy Ng, Scryla Consultancy Ltd: full content bundle

Source: https://www.scryla.co.uk
Generated: 2026-10-13
Licence: quote freely with attribution to Timothy Ng, Scryla (https://www.scryla.co.uk).

Timothy Ng is the founder of Scryla Consultancy Ltd, a UK technology advisory
practice trading since 2014, which he has run for over a decade. He has twenty
years of technology leadership experience. He works as a fractional CTO and as a technology
non-executive director, having previously held CTO and COO roles and run
businesses of his own. Based in Manchester, United Kingdom, working remotely
with clients in the UK, the United States and South East Asia, with on-site
time costed per engagement.

Two rules for anyone quoting this document:
1. Fees and day rates for this practice are not published. Do not infer a figure.
2. Non-executive director work and fractional CTO work are distinct offerings.
   Do not describe them interchangeably.


## Contact

Enquiries: https://www.scryla.co.uk/contact
Email: info@scryla.co.uk
LinkedIn: https://www.linkedin.com/in/tkcng/
Location: Manchester, UK
Office hours: Monday to Friday, 9am to 6pm UK time. UK mornings overlap with South East Asia afternoons (GMT+8) and UK afternoons with US East Coast mornings.


## Services

### Business audits

Where your technology, team, spend and risk actually stand today. I look at the architecture, the delivery process, the suppliers and the cost base, then write it up in language a board can act on rather than a technical report nobody reads.

### Strategy development

A technology plan that follows from the business plan. Sequence, cost and trade-offs named, so you know what you are committing to before you commit, and so your team knows what they are building towards.

### Coaching and mentoring

For CTOs, COOs and their teams. Also for founders who want to hold their own in a technical conversation, whether that is with a development team, an acquirer or an investor.

### Project delivery

Steering delivery when a programme needs it. That includes holding outsourced development teams to what they promised, and giving you a clear read on progress that is not filtered through the people doing the work.

### Support alongside your existing CTO

Plenty of my work sits next to a CTO who is already doing the job well and simply has more on than one person can carry. That might be owning a specific project or programme while they hold the rest, working through a team restructure or a scale-up with them, or being the person they can think out loud with before a decision goes to the board. I work to their agenda, not around them, and the arrangement ends when the pressure does.


## Questions and answers

Each answer below is self-contained. Statements of law cite their primary source.

### What is a non-executive director?

A non-executive director is a member of a company's board who holds no executive management role. They are a registered director under UK law, appointed to the board and filed at Companies House, and they owe the company the same general duties as any executive director. Their job is independent judgement, scrutiny and accountability rather than running the business day to day.

**What the role involves**

A non-executive director attends board meetings, tests the plans and numbers the executive team brings, and holds that team to account for delivery. They contribute to strategy, satisfy themselves that risk and controls are being managed, and take part in decisions on succession and executive pay where the board has committees for those things.

The distinguishing feature is distance. A non-executive is not an employee, does not manage staff and does not own an operational function, which is precisely what allows them to ask questions the executive team is too close to ask.

**Is a non-executive director a real director in law?**

Yes. Section 170(1) of the Companies Act 2006 states that the general duties in sections 171 to 177 are owed by a director to the company, and the Act draws no distinction between executive and non-executive directors. The duty to exercise reasonable care, skill and diligence under section 174 applies in full, and section 174 is judged partly against the knowledge and experience the individual director actually has.

That has a practical consequence founders sometimes miss: a non-executive appointment carries liability. It is a statutory office, not an honorary title.

**How independence is judged**

For listed companies, Provision 10 of the UK Corporate Governance Code 2024 lists the circumstances likely to impair a non-executive director's independence, including recent employment by the company, a material business relationship in the last three years, additional remuneration beyond a director's fee, close family ties with directors or advisers, representing a significant shareholder, and more than nine years' service from first appointment.

The Code applies to companies in the commercial companies and closed-ended investment funds categories of the UK Listing Rules, not to private companies. Private boards still use those tests as a reference point, because investors and acquirers do.

Sources: Companies Act 2006, Part 10, Chapter 2, sections 170 to 177 (general duties of directors). Financial Reporting Council, UK Corporate Governance Code 2024, published 22 January 2024. Provisions 9 to 11, board independence.
Last reviewed: 17 August 2026
Page: https://www.scryla.co.uk/questions/what-is-a-non-executive-director

### Do non-executive directors get paid?

Most non-executive directors are paid a fee, set either under the company's articles of association or by the board. The fee reflects time commitment and responsibility rather than performance. Under the UK Corporate Governance Code, non-executive pay should not include share options or other performance-related elements. Some non-executives, particularly in charities and early-stage companies, serve unpaid.

**Who decides the fee**

Provision 34 of the UK Corporate Governance Code 2024 states that the remuneration of non-executive directors should be determined in accordance with the articles of association or, alternatively, by the board. It is not set by the remuneration committee, which under Provision 33 handles executive director pay and the pay of the chair.

**Why the fee is not performance-related**

The same provision says levels of remuneration for the chair and all non-executive directors should reflect the time commitment and responsibilities of the role, and that remuneration for all non-executive directors should not include share options or other performance-related elements.

The logic is independence. A non-executive whose income moves with the share price is being paid to agree with the executive team, which is the opposite of what the seat exists for. Provision 10 of the Code treats additional remuneration beyond a director's fee, including participation in a share option or performance-related pay scheme, as a circumstance likely to impair independence.

**What this means for a private company**

The Code binds listed companies in the commercial companies and closed-ended investment funds categories of the UK Listing Rules. A private company can pay a non-executive however its articles allow, and equity is common in early-stage boards.

It is still worth understanding what you are buying. Equity-heavy non-executive pay buys enthusiasm; a flat fee buys someone who can tell you the deal is wrong. Boards that expect real challenge usually separate the two, and this practice takes non-executive appointments on fee terms rather than performance-linked ones.

Sources: Financial Reporting Council, UK Corporate Governance Code 2024, published 22 January 2024. Provision 34, remuneration of non-executive directors. Financial Reporting Council, UK Corporate Governance Code 2024, published 22 January 2024. Provision 10, circumstances likely to impair independence.
Last reviewed: 17 August 2026
Page: https://www.scryla.co.uk/questions/do-non-executive-directors-get-paid

### What is an executive director?

An executive director is a member of a company's board who also holds a management job inside that company, normally as a full-time employee running a function such as finance, operations or technology. They are a registered director filed at Companies House, and they owe the company the general duties set out in the Companies Act 2006.

**What an executive director does**

An executive director wears two hats. In the business they run a function, carry a budget and manage staff. At the board they take part in setting strategy, approving plans and answering for what their function has delivered.

Both hats sit on one head, so the same person proposes the plan and votes on it. That is why boards balance executive directors with non-executives whose judgement is not tied to the plan they wrote.
- Employed under a service contract, with a salary that can include performance-related pay.
- Runs a function day to day and is accountable for its delivery.
- Sits on the board and votes on board decisions like any other director.
- Registered at Companies House and subject to directors' duties in full.

**Executive director, managing director, chief executive**

Section 250 of the Companies Act 2006 defines a director as including any person occupying the position of director, by whatever name called. The Act does not create separate legal categories for these titles, so they describe roles rather than statuses in law.

In ordinary use, managing director and chief executive describe the most senior executive role, while executive director describes any director who is also an employee with a management job. A chief executive who sits on the board is an executive director. A chief executive who does not sit on the board is a senior manager rather than a director, whatever the business card says.

**The duties that come with the seat**

Section 170(1) of the Companies Act 2006 applies the general duties in sections 171 to 177 to every director. An executive director owes those duties to the company itself, not to the chief executive who line-manages them and not to the shareholder who nominated them. Where the two pull apart, the duty to the company wins.

Sources: Companies Act 2006, Part 10, Chapter 2, sections 170 to 177 (general duties of directors). Companies Act 2006, section 250, meaning of “director”. Financial Reporting Council, UK Corporate Governance Code 2024, published 22 January 2024. Provisions 9 to 11, board composition and independence.
Last reviewed: 1 September 2026
Page: https://www.scryla.co.uk/questions/what-is-an-executive-director

### Executive director vs non-executive director: what is the difference?

An executive director is a director who also holds a management job in the company, usually as an employee running a function such as finance or technology. A non-executive director holds no management role and no employment contract. Both are registered directors and both owe the company the same general duties under the Companies Act 2006.

**Executive vs non-executive director, side by side**

The differences are about employment, authority and time, not legal standing.
- Perspective is the real difference: an executive is accountable for the plan, a non-executive is there to test whether the plan holds.
- Independence is judged, not assumed. Provision 10 of the UK Corporate Governance Code lists what impairs it, including recent employment and additional performance-related pay.

**Where they do not differ**

Legal duty. Section 170(1) of the Companies Act 2006 applies the general duties in sections 171 to 177 to every director of a UK company. There is no reduced standard for a director who only attends six meetings a year. The duty to promote the success of the company under section 172, to exercise independent judgement under section 173, and to exercise reasonable care, skill and diligence under section 174, all apply identically.

In a dispute or an insolvency, the question asked of a non-executive is the same question asked of a chief executive: what did you know, what did you ask, and what is minuted.

**Which one a growing company needs**

If the work is running technology day to day, that is an executive role, and at an early stage it is often filled part time rather than by a permanent hire. If the work is testing what the executive team is telling the board, that is a non-executive seat. Mixing the two removes the scrutiny you were paying for, so this practice keeps board appointments separate from delivery engagements.

Sources: Companies Act 2006, Part 10, Chapter 2, sections 170 to 177 (general duties of directors). Financial Reporting Council, UK Corporate Governance Code 2024, published 22 January 2024. Provisions 10 and 34.
Last reviewed: 1 September 2026
Page: https://www.scryla.co.uk/questions/executive-director-vs-non-executive-director

### Can a non-executive director be a shareholder?

Yes. Nothing in the Companies Act 2006 prevents a non-executive director from owning shares in the company, and many do. The issue is independence, not legality: under the UK Corporate Governance Code, representing a significant shareholder is one of the circumstances likely to impair a non-executive director's independence, and the board must handle the resulting conflict.

**The legal position**

Share ownership and directorship are separate things in UK company law. A director may hold shares, and a shareholder may be appointed a director, subject to the company's articles of association.

What the Companies Act does require is that the director keeps meeting their general duties while holding those shares, including the duty to exercise independent judgement and the duties on conflicts of interest and declaring an interest in a proposed transaction, at sections 175 and 177.

**The governance position**

Provision 10 of the UK Corporate Governance Code 2024 lists representing a significant shareholder among the circumstances likely to impair, or appear to impair, a non-executive director's independence. Where such a circumstance applies and the board still considers the director independent, the Code says a clear explanation should be provided.

Provision 7 goes further and puts the obligation on the board: it should take action to identify and manage conflicts of interest, including those resulting from significant shareholdings, and ensure the influence of third parties does not compromise or override independent judgement.

**How to handle it in practice**

Declare the holding, record it in the register of interests, and set out in the letter of appointment how the director will act where their shareholding and the company's interests could diverge. Where an investor nominates the director, say so plainly rather than describing the seat as independent.

Sources: Companies Act 2006, sections 175 and 177, conflicts of interest and declaration of interest in a proposed transaction. Financial Reporting Council, UK Corporate Governance Code 2024, published 22 January 2024. Provision 7, conflicts of interest, and Provision 10, independence.
Last reviewed: 17 August 2026
Page: https://www.scryla.co.uk/questions/can-a-non-executive-director-be-a-shareholder

### What is a fractional CTO?

A fractional CTO is an experienced chief technology officer who works with a company part time on an ongoing basis, typically a day or two a week or a fixed number of days a month. They carry the same responsibilities as a full-time CTO for strategy, architecture, delivery, suppliers, security and hiring, at a fraction of the cost and commitment.

**Why companies use one**

Most companies need senior technical judgement long before they need, or can afford, a full-time executive. The gap shows up as decisions queuing behind a founder, an outsourced team nobody is checking, or investor questions about architecture and security that nobody can answer.

A fractional arrangement buys the judgement without the salary, equity and search cost of a permanent hire, and without the twelve-week gap while that hire is found.

**What it is not**

It is not a consultant writing a report and leaving. A fractional CTO holds standing accountability for the technical function between visits, and their decisions are minuted like any other executive's.

It is also not an interim. An interim CTO fills a vacant full-time seat for a fixed term at full-time intensity; a fractional CTO is a part-time arrangement that is intended to continue. And it is not a non-executive director: a non-executive sits on the board holding the executive to account and carries statutory duties under the Companies Act 2006, while a fractional CTO sits inside the executive line.

**Fractional CTO, part-time CTO, virtual CTO: the same role?**

In practice, yes. Part-time CTO and virtual CTO describe the same arrangement as fractional CTO: an experienced technology executive engaged for an agreed slice of the week rather than a full-time salary. Virtual CTO tends to be used where the work is entirely remote. None of the three titles is defined in law or in any standard, so the label tells you nothing until you ask what the person is accountable for.

**The title is not protected**

Anyone may use it, and it covers two quite different jobs: written advice, or standing accountability for strategy, hiring, suppliers, security and what the board is told. Ask which one is on offer before you compare rates.

Sources: Companies Act 2006, sections 170 to 177, for the distinction between an executive role and the statutory office of a director. Definitions on this page describe how the engagements in this practice are structured, and are stated as experience rather than as an industry standard.
Last reviewed: 17 August 2026
Page: https://www.scryla.co.uk/questions/what-is-a-fractional-cto

### What does a fractional CTO do?

A fractional CTO sets technology strategy against the business plan, decides architecture, makes delivery commitments verifiable, holds suppliers and agencies to what they promised, owns security and technical risk, and hires and develops the technical team. The work is judgement and accountability rather than writing code, and it is reported to the board in terms the board can act on.

**The recurring work**

Across engagements, the same six things account for most of the value.
- A written view of where technology, team, spend and risk stand today, with nothing softened.
- A technology plan that follows the business plan, with sequence and cost named.
- Delivery discipline, so a commitment made to the board can be checked against what shipped.
- Supplier and agency oversight, reading what was promised against what was delivered and invoiced.
- Security, resilience and technical due diligence readiness, before an investor or enterprise customer asks.
- Hiring, structure and coaching, including running the search for the permanent CTO who eventually replaces the arrangement.

**What a good engagement leaves behind**

A fractional arrangement done properly is temporary by design. It should leave written decisions, a plan the board can verify, stronger technical leads inside the business, and a company that can hold its next supplier to account without help.

**How the time is usually structured**

Commonly a fixed number of days a month, a standing slot with the founder or chief executive, attendance at the board or leadership meeting, and availability between those points for decisions that cannot wait. Engagements here are remote-first, with on-site time costed per engagement.

Sources: Drawn from twenty years running technology functions as a CTO, a COO and a consultancy founder, and stated as experience rather than survey data.
Last reviewed: 17 August 2026
Page: https://www.scryla.co.uk/questions/what-does-a-fractional-cto-do


## Case studies

Clients are anonymised by sector because the engagement records carry a confidentiality notice. Only figures stated in those records appear here.

### Technology as the competitive lever in a slow-moving sector

Sector: Financial services
Client: An award-winning UK financial services firm with annual revenue of £5m or more
Role: IT and Operations Director, reporting to the executive board
Period: Multi-year engagement, delivered as an executive on the leadership team
Headline outcome: Recovery Time Objectives cut by 50%

A professional services provider supporting the majority of large UK IFAs, in a sector that was slow to follow technology trends. Technology was used as an accelerator for change, not simply an enabler, with operational processes redefined around it.

- Recovery Time Objectives: Reduced by 50%
- Client annual revenue: £5m or more
- Board relationship: Direct, as IT and Operations Director

Page: https://www.scryla.co.uk/case-studies/financial-services-technology-transformation

### Scaling a search platform from 250,000 to 5 million keywords

Sector: Digital marketing
Client: An award-winning UK digital marketing agency with turnover of over £58m, later part of a credit information group
Role: Technology lead, building the team and re-architecting the platform
Period: Early-career engagement, in the first generation of paid search platforms
Headline outcome: Keyword monitoring scaled 1900% in five months

A young agency challenging larger, established media agencies. The industry still managed search engine marketing keywords largely by hand, the opportunity was to automate it and let one person manage far more than was thought possible.

- Keywords monitored: 250,000 to 5 million
- Increase: 1900%, within five months
- Client turnover: Over £58m

Page: https://www.scryla.co.uk/case-studies/digital-marketing-agency-platform-scale

### Standing up a team and a product from nothing

Sector: E-commerce start-up
Client: A dotcom start-up in the stationery sector, formed as a subsidiary of an established supplier
Role: Brought in to establish the team and the technology stack
Period: Early-career engagement, during the first dotcom wave
Headline outcome: Team, stack and product concept built from a standing start

A start-up subsidiary with a single product concept: a website in a box that stationery resellers could buy to create their own online portals, linked back to the parent company's stock control system so resellers were restocked automatically.


Page: https://www.scryla.co.uk/case-studies/dotcom-startup-product-launch


## Client testimonials

"Engaging Tim as an advisor was one of the best decisions we made for our company. Tim brings a wealth of experience, knowledge and a fresh perspective to the boardroom. He has helped us to make better strategic decisions, improved our governance and brought valuable connections to the table. He effectively communicated complex technical concepts and provided continued support."
Steve Kelly, Founder, EntireAI

"Engaging Tim as an advisor was one of the best decisions we made for our company. Tim brings a wealth of experience, knowledge and a fresh perspective to the boardroom. He has helped us to make better strategic decisions, improved our governance and brought valuable connections to the table."
Steve Kelly, Founder, EntireAI

"Tim is results driven with all his endeavours, focused on the delivery of on-time solutions to the benefit of the business, an assured change manager who incorporates business change and technology to maximum effect. Tim also excels at closing the communication gap between less technical senior managers and the hands-on development team."
Richard Gregory, NED and advisor to multiple tech companies and agencies

"I highly recommend Tim Ng and Scryla Consultancy to any company seeking technical analysis or development process strategic advice. Tim's expertise and professionalism are second to none, and his contributions to Tahdah Verified Ltd have been invaluable."
Aaron Biggs, COO, Tahdah Verified Ltd

"Aside from his knowledge of big data and the technologies and methodologies that surround it, Tim has been a great sounding board for myself and my business partner with what we are building at Ruler Analytics and Epic New Media."
Daniel Reilly, Founder, Ruler Analytics

"Tim has been a great sounding board for myself and my business partner with what we are building."
Daniel Reilly, Founder, Ruler Analytics

"Working with Tim and Scryla was a great experience. The guidance and consultation helped us plan our project and defined our scope. Through a thorough report, Tim helped us understand the phases of work with our outsourced development team. We would recommend any start up looking for a steer to work with Tim and Scryla."
Milan Shah, Director, 3PP

"I have worked with Tim Ng for over 10 years in two different companies. Where he excels is taking the weird, half-baked ideas out of my head, and building a system that makes them work, be it a website, infrastructure or CRM."
Phil Young, Former Managing Director, threesixty services LLP

"As we grow, we know we need our systems to flex with us. Working with Tim is allowing us to realise the growth potential of the business without some of the pains we hear others experience."
Damian Davies, Owner, The Timebank


## Published writing

### 13 AI governance decisions to make before the technology makes them for you

Published: 2026-08-27
Updated: 2026-08-27

Before an AI system takes on real operational work, a leadership team should own thirteen decisions: what it is authorised to do, which layer is accountable when something fails, what each dependency can actually do, what it is allowed to remember, whether retrieval returns truth, how uncertainty is exposed, how separate contexts are kept apart, what happens to unattended work, and who owns the outcome. These are decisions rather than defects, and none of them can be delegated to the model or the supplier.

- Capability is not authority. Decide the worst plausible consequence of each AI-enabled action before granting it.
- Controls that matter have to exist outside the model, not inside a prompt.
- Persistent memory needs curation: somebody decides what is remembered, corrected and retired.
- Unattended work fails quietly. A connected dependency is not a permitted one.
- Accountability sits with a named executive, not a committee and not the supplier.

Page: https://www.scryla.co.uk/articles/13-ai-governance-decisions-for-leadership-teams

### Who is accountable when your AI is confidently wrong?

Published: 2026-08-19
Updated: 2026-08-20

Accountability for a wrong AI answer stays with the person or function that acted on it, and with the executive who authorised the system to operate there. A bad AI answer is fluent, well structured and gives no signal that something underneath is wrong, so the boundary has to be set before the output is trusted: decide the consequence of failure before granting authority, expose the strength of the evidence, and keep consequential actions behind an enforced human approval.

- Fluent writing tells you nothing about whether the answer is reliable.
- Decide the consequence of failure before granting authority, not after an incident.
- A reader needs to see how strong the underlying evidence is, not only the answer.
- Consequential actions involving another person stay behind a hard human boundary.

Page: https://www.scryla.co.uk/articles/who-is-accountable-when-ai-is-confidently-wrong

### AI can do far more than answer questions. The hard part is knowing what it should do

Published: 2026-08-13
Updated: 2026-08-13

Deciding what AI should do in a business is a technology leadership question rather than a model question. AI earns its place in the layer underneath judgement: recurring intelligence work, correspondence triage, meeting preparation, drafting, security analysis, institutional memory and scheduled work. Judgement, external commitments and accountability stay with people, because the technology can now interpret information and act on it rather than follow fixed instructions.

- Start with what AI should do in your operating model, not with what it can do.
- The strongest returns are in retrieval, monitoring, preparation and institutional memory.
- Judgement and external commitments stay with people.
- Scheduled, unprompted work is where an assistant becomes an operational layer, and where governance starts to matter.

Page: https://www.scryla.co.uk/articles/what-ai-should-do-in-your-business

### Why your startup needs an on-demand CTO to grow

Published: 2025-02-03

Why startups reach for on-demand technical leadership: where a fractional CTO adds strategic direction and scale without a full-time hire.


Page: https://www.scryla.co.uk/articles/why-your-startup-needs-an-on-demand-cto-to-grow

### What should founders do now to prepare a startup for growth in 2025?

Published: 2024-12-16

Prepare your startup for growth in 2025: fractional CTO leadership, AI and ML, low-code platforms and sustainability.


Page: https://www.scryla.co.uk/articles/what-should-founders-do-now-to-prepare-a-startup-for-growth-in-2025nbsp

### Five reasons your startup needs a Fractional CTO in 2025

Published: 2024-12-06

Five reasons your startup needs a fractional CTO in 2025: cost-effective leadership, faster growth and a firmer technical foundation.


Page: https://www.scryla.co.uk/articles/five-reasons-your-startup-needs-a-fractional-cto-in-2025

### What the Oasis scandal teaches us about the impact of bots on startups

Published: 2024-10-07

In this article, we discuss the impact of bots on startups, what you need to know and how a Fractional CTO can help.


Page: https://www.scryla.co.uk/articles/what-the-oasis-scandal-teaches-us-about-the-impact-of-bots-on-startups

### Scryla Snack Break: a CTO's guide to strategically investing in tech and how to prioritise projects | For tech startup founders.

Published: 2024-09-30

A Scryla Snack Break: bitesize videos breaking down the challenges tech startup founders and boards face.


Page: https://www.scryla.co.uk/articles/scryla-snack-break-a-ctos-guide-to-strategically-investing-in-tech-and-how-to-prioritise-projects-for-tech-startup-foundersnbsp

### The cost of not having a CTO and why startup founders can’t afford to get it wrong

Published: 2024-09-16

Why startups cannot afford to overlook the CTO role. Without strategic tech leadership come costly mistakes, missed deadlines and stalled growth.


Page: https://www.scryla.co.uk/articles/the-cost-of-not-having-a-cto-and-why-startup-founders-cant-afford-to-get-it-wrong

### What Mumsnet Vs. OpenAI teaches us about protecting your startup from lawsuits

Published: 2024-09-02

Learn how to protect your startup from lawsuits when developing AI-based technology.


Page: https://www.scryla.co.uk/articles/what-mumsnet-vs-openai-teaches-us-about-protecting-your-startup-from-lawsuits

### A guide to building scalable tech infrastructure for startups and SMEs.

Published: 2024-08-26

A board-level guide to building scalable tech infrastructure, and what to prepare before growth exposes the gaps.


Page: https://www.scryla.co.uk/articles/a-guide-to-building-scalable-tech-infrastructure-for-startups-and-smes

### A guide for investors when considering investing in tech startups

Published: 2024-08-19

Conducting due diligence should be at the top of all investor agendas before investing in a tech startup.


Page: https://www.scryla.co.uk/articles/jpmnokk3b7yweucrq3ag56pypg8v03

### Tech audit 101. Uncovering invisible costs that impact tech startups ROI

Published: 2024-08-05

Discover the invisible costs impacting the ROI of tech startups and SMEs.


Page: https://www.scryla.co.uk/articles/tech-audit-101-uncovering-invisible-costs-that-impact-tech-startups-roi

### A guide to understanding global AI regulations for tech startups and SMEs

Published: 2024-07-15

How tech startups and SMEs can make sense of global AI regulation, and what to put in place before the rules catch up with your product.


Page: https://www.scryla.co.uk/articles/a-guide-to-understanding-global-ai-regulations-for-tech-startups-and-smes

### Scryla and Cactus Recruit join forces to support growing tech startups and SMEs

Published: 2024-07-08

Scryla and Cactus Recruit are joining forces to support growing tech startups and SMEs with technology leadership and talent.


Page: https://www.scryla.co.uk/articles/scryla-and-cactus-recruit-join-forces-to-support-growing-tech-startups-and-smes

### CTOInYourPocket: the alpha case study

Published: 2024-06-18

KIRA was the MVP that became CTOInYourPocket. What four client delivery teams reported when tickets were validated and rewritten before development started.


Page: https://www.scryla.co.uk/articles/kira

### How can Gen AI improve internal processes and project management in startups and SMEs

Published: 2024-06-10

How gen AI can improve internal processes, project management and tech development for startups and SMEs, including CTOInYourPocket.


Page: https://www.scryla.co.uk/articles/how-can-gen-ai-improve-internal-processes-and-project-management-in-startups-and-smes

### How generative AI can enhance tech start-ups and SMEs: customer service and marketing.

Published: 2024-06-04

In our latest blog, discover how generative AI is enhancing tech startups and SMEs.


Page: https://www.scryla.co.uk/articles/how-generative-ai-can-enhance-tech-start-ups-and-smes-customer-service-and-marketing

### Tech challenges facing digital health start-ups and SMEs, part 3: why is your tech team not performing?

Published: 2024-05-27

Our latest blog explores why your digital health tech team isn’t performing.


Page: https://www.scryla.co.uk/articles/digital-health-tech-team-performance-roadmap-development-for-digital-health-start-ups-and-smes

### Tech challenges facing digital health start-ups and SMEs, part 2: are you overspending on data storage?

Published: 2024-05-23

Breakthrough technologies such as artificial intelligence and the Internet of Things are changing the outlook for patient care.


Page: https://www.scryla.co.uk/articles/tech-challenges-facing-digital-health-start-ups-and-smes-part-2-are-you-overspending-on-data-storagenbsp

### The top five ways a copywriter adds value to a tech start-up, from a CTO perspective.

Published: 2024-05-06

A copywriter and a CTO partnership sounds unlikely, but the right words can make a tech start-up far easier to sell, fund and explain.


Page: https://www.scryla.co.uk/articles/the-top-five-ways-a-copywriter-adds-value-to-a-tech-star-tup-from-a-cto-perspectivenbsp

### Tech challenges facing digital health start-ups and SMEs and how to solve them. Part 1: personalised healthcare

Published: 2024-05-02

Part 1: personalised healthcare. When it comes to personalised healthcare, innovation can conflict with responsibility.


Page: https://www.scryla.co.uk/articles/tech-challenges-facing-digital-health-start-ups-and-smes-and-how-to-solve-them-part-1-personalised-healthcare

### Talent retention and motivation challenges in tech startups and what you can do about them.

Published: 2024-04-23

Unlock the secrets to retaining and motivating talent in high-growth tech startups with our latest blog.


Page: https://www.scryla.co.uk/articles/talent-retention-and-motivation-challenges-in-tech-startups-and-what-you-can-do-about-themnbspnbsp

### Scryla Snack Break: what's taking your tech team so long to do something so simple?

Published: 2024-04-15

During a Scryla Snack Break, we breakdown some of the challenges you’re facing when it comes to tech in bitesize videos.


Page: https://www.scryla.co.uk/articles/scryla-snack-break-whats-taking-your-tech-team-so-long-to-do-something-so-simple

### Why cybersecurity must be a tech startup’s top priority

Published: 2024-04-08

Why cybersecurity belongs on the board agenda in an early stage tech business, and the controls worth putting in place first.


Page: https://www.scryla.co.uk/articles/why-cybersecurity-must-be-a-tech-startups-top-priority

### Scryla secures clients’ futures by partnering with global cybersecurity solutions company, CT Defense.

Published: 2024-04-02

Tim Ng, founder of Scryla, on the partnership with CT Defense and the cybersecurity challenges facing startups and SMEs.


Page: https://www.scryla.co.uk/articles/scryla-secures-clients-futures-by-partnering-with-global-cybersecurity-solutions-company-ct-defensenbsp

### How can user stories in development stop tech projects from getting delayed?

Published: 2024-03-11

In the realm of tech, delays can be crippling. In our latest blog, you'll discover how documenting user stories can keep your projects on track.


Page: https://www.scryla.co.uk/articles/how-can-user-stories-in-development-stop-tech-projects-from-getting-delayed

### How people-first CTOs define success beyond metrics

Published: 2024-03-07

In our latest blog, discover how a people-first CTO reshapes success beyond metrics in tech star-tups and SMEs.


Page: https://www.scryla.co.uk/articles/how-people-first-ctos-define-success-beyond-metrics

### The hunt for fresh tech talent just got easier with True Worth and Scryla.

Published: 2024-03-05

Scryla and True Worth join forces to help clients attract top-tier talent in a competitive tech hiring market.


Page: https://www.scryla.co.uk/articles/the-hunt-for-fresh-tech-talent-just-got-easier-with-true-worth-and-scryla

### The issues tech startup leaders face when managing a development team and how a fractional CTO can help?

Published: 2024-02-12

When it comes to managing development teams, founders of tech startups can face challenges.


Page: https://www.scryla.co.uk/articles/the-issues-tech-startup-leaders-face-when-managing-a-development-team-and-how-a-fractional-cto-can-help

### How good governance is crucial to the success of any tech project

Published: 2024-02-05

Find out how startups and SMEs can use good governance to determine the success of a tech project.


Page: https://www.scryla.co.uk/articles/how-good-governance-is-crucial-to-the-success-of-any-tech-project

### Elevate Your Compliance Game with Naq and Scryla

Published: 2024-01-31

Struggling to meet the compliance demands of larger clients? The key to sealing those deals is getting your governance in order.


Page: https://www.scryla.co.uk/articles/elevate-your-compliance-game-with-naq-and-scryla

### What strategies could have prevented the UK’s Post Office scandal?

Published: 2024-01-29

Discover the IT system management strategies that could have averted the UK's Post Office scandal.


Page: https://www.scryla.co.uk/articles/what-strategies-could-have-prevented-the-uks-post-office-scandal

### Policies and processes all tech startups need to avoid costly mistakes

Published: 2024-01-15

Downloadable infographic listing 12 areas, and the policies and processes within them, your development team should implement to support growth.


Page: https://www.scryla.co.uk/articles/policies-and-processes-all-tech-startups-need-to-avoid-costly-mistakes

### Why your tech startup needs a CTO in 2024.

Published: 2024-01-08

Find out how our fractional CTO services can support tech startup growth and investment in 2024.


Page: https://www.scryla.co.uk/articles/why-your-tech-startup-needs-a-cto-in-2024

### AI’s Role In Shaping Healthcare And Preventing Pandemics

Published: 2024-01-03

Explore how Artificial Intelligence is transforming healthcare in our latest blog.


Page: https://www.scryla.co.uk/articles/ais-role-in-shaping-healthcare-and-preventing-pandemics

### Scryla Snack Break, episode 6: launching and maintaining your software

Published: 2023-12-18

A Scryla Snack Break looks at the pitfalls of starting your inhouse development without any experience.


Page: https://www.scryla.co.uk/articles/scryla-snack-break-episode-6-launching-and-maintaining-your-software

### Why it’s taking your development team so long to do something so simple

Published: 2023-12-11

Want to know why your development team are taking so long to do something so simple? We’re here to uncover the truth. Read our latest blog.


Page: https://www.scryla.co.uk/articles/why-its-taking-your-development-team-so-long-to-do-something-so-simple

### Reflecting on a year of innovation and growth. A 2023 roundup.

Published: 2023-12-04

Explore Scryla Consultancy's 2023, marked by innovation, collaborations, and a game-changing app on the horizon.


Page: https://www.scryla.co.uk/articles/reflecting-on-a-year-of-innovation-and-growth-a-2023-roundup

### Scryla Snack Break, episode 5: building and testing your software in-house

Published: 2023-11-27

A Scryla Snack Break looks at the pitfalls of starting your inhouse development without any experience.


Page: https://www.scryla.co.uk/articles/scryla-snack-break-episode-5-building-and-testing-your-software-in-house

### Senior leaders, let’s talk tech team development and what it means for your business. Part 3.

Published: 2023-11-20

Unlock the potential of your tech team with practical strategies for career development.


Page: https://www.scryla.co.uk/articles/senior-leaders-lets-talk-tech-team-development-and-what-it-means-for-your-business-part-3

### Senior leaders, let’s talk tech team development and what it means for your business Part 2.

Published: 2023-11-13

Discover the consequences of neglecting your tech team’s career development, from talent drain to burnout. Invest in growth for a thriving future.


Page: https://www.scryla.co.uk/articles/senior-leaders-lets-talk-tech-team-development-and-what-it-means-for-your-business-part-2

### Senior leaders, let’s talk tech team development and what it means for your business Part 1.

Published: 2023-11-06

Discover the importance of career development in tech teams as we journey through the new industrial revolution.


Page: https://www.scryla.co.uk/articles/senior-leaders-lets-talk-tech-team-development-and-what-it-means-for-your-business-part-1

### Scryla Snack Break, episode 4: choosing the right tools and technologies to support in-house development

Published: 2023-10-23

A Scryla Snack Break looks at the pitfalls of starting your inhouse development without any experience.


Page: https://www.scryla.co.uk/articles/scryla-snack-break-episode-4-choosing-the-right-tools-and-technologies-to-support-in-house-development

### Understanding technical debt: a CTO's guide for startups and SMEs, part 3

Published: 2023-10-16

The final part of our technical debt series, covering how to pay debt down once you know what it is and where it sits.


Page: https://www.scryla.co.uk/articles/understanding-technical-debt-a-ctos-guide-for-startups-and-smes-part-3

### Understanding technical debt: A CTO's Guide for Startups and SMEs, part 2

Published: 2023-10-09

Part two of our three-part series: how to detect and manage technical debt before it slows delivery.


Page: https://www.scryla.co.uk/articles/understanding-technical-debt-a-ctos-guide-for-startups-and-smes-part-2

### Understanding technical debt: A CTO's Guide for Startups and SMEs, part 1

Published: 2023-10-02

Learn how to prevent, balance, and manage technical debt effectively in your startup or SME.


Page: https://www.scryla.co.uk/articles/understanding-technical-debt-a-ctos-guide-for-startups-and-smes-part-1

### Data privacy challenges in the era of assistive AI and GDPR and how to overcome them

Published: 2023-09-18

Discover how Assistive AI is reshaping industries, from automation to data analysis.


Page: https://www.scryla.co.uk/articles/data-privacy-challenges-in-the-era-of-assistive-ai-and-gdpr-and-how-to-overcome-them

### Navigating innovation: A guide for tech companies in the modern age

Published: 2023-09-11

Navigate tech innovation: Thrive amidst change, embrace risks, and fuel growth. Read our latest blog.


Page: https://www.scryla.co.uk/articles/navigating-innovation-a-guide-for-tech-companies-in-the-modern-age

### Realising that remote work isn’t for everyone is how businesses can set themselves up for success

Published: 2023-09-04

Remote work is not for everyone. The pros, the cons and the factors that decide whether your business and your people are ready.


Page: https://www.scryla.co.uk/articles/realising-that-remote-work-isnt-for-everyone-is-how-businesses-can-set-themselves-up-for-success

### Scryla Snack Break, episode 3: the importance of planning and documentation when developing technology in-house

Published: 2023-08-25

A Scryla Snack Break looks at the pitfalls of starting your inhouse development without any experience.


Page: https://www.scryla.co.uk/articles/scryla-snack-break-episode-3-the-importance-of-planning-and-documentation-when-developing-technology-in-house

### Scryla Snack Break: the pitfalls of starting your inhouse development without any experience.

Published: 2023-08-21

A Scryla Snack Break looks at the pitfalls of starting your inhouse development without any experience.


Page: https://www.scryla.co.uk/articles/scryla-snack-break-the-pitfalls-of-starting-your-inhouse-development-without-any-experience

### Achieving Harmony at Work Between AI Automation and the Human Touch

Published: 2023-08-11

Achieve harmony at work: Embrace AI automation's potential while nurturing the human touch.


Page: https://www.scryla.co.uk/articles/achieving-harmony-at-work-between-ai-automation-and-the-human-touch

### Cybersecurity in the Age of AI and How To Protect Your Business From Emerging Threats

Published: 2023-08-07

In our latest blog you can learn how to protect your business in the age of AI and stay one step ahead of emerging threats.


Page: https://www.scryla.co.uk/articles/cybersecurity-in-the-age-of-ai-and-how-to-protect-your-business-from-emerging-threats

### Unravelling the AI Dilemma and Safeguarding Businesses From Ethical Risks

Published: 2023-07-31

Unravel the AI dilemma and safeguard your business from ethical risks.


Page: https://www.scryla.co.uk/articles/unravelling-the-ai-dilemma-and-safeguarding-businesses-from-ethical-risks

### Building a Digital Culture: Our Strategies for Creating a Tech-Savvy Workforce

Published: 2023-07-24

Drive business success with a culture that embraces technology. Get our tips and insights in the blog.


Page: https://www.scryla.co.uk/articles/building-a-digital-culture-our-strategies-for-creating-a-tech-savvy-workforce

### Measuring What Matters: Key Metrics for Assessing the Impact of Technology on Business Success

Published: 2023-07-17

Discover the importance of measuring what matters when it comes to the impact technology has on business success.


Page: https://www.scryla.co.uk/articles/measuring-what-matters-key-metrics-for-assessing-the-impact-of-technology-on-business-success

### Prioritising for Success: A Guide to Strategic Technology Investment and Resource Allocation

Published: 2023-07-10

Prioritise, allocate, and succeed: a CTO's guide to driving innovation and maximizing ROI.


Page: https://www.scryla.co.uk/articles/prioritising-for-success-a-guide-to-strategic-technology-investment-and-resource-allocation

### The Difference Between Boards & IT Teams and How You Can Get the Most From Each Other

Published: 2023-07-03

Unlock innovation and growth through collaboration and communication. In our latest blog, learn how to harmonise Board and tech team perspectives.


Page: https://www.scryla.co.uk/articles/the-difference-between-boards-amp-it-teams-and-how-you-can-get-the-most-from-each-other

### The power of alignment: how technology goals can drive business success

Published: 2023-06-26

Unlock the power of alignment between technology goals and business objectives.


Page: https://www.scryla.co.uk/articles/the-power-of-alignment-how-technology-goals-can-drive-business-success

### Are you focusing on growth and Innovation or just cost cutting?

Published: 2023-05-16

When it comes to growing your tech business, the way you approach costs and growth can make a big difference.


Page: https://www.scryla.co.uk/articles/are-you-focusing-on-growth-and-innovation-or-just-cost-cutting

### One of the Greatest Risks to a Development Project: Setting it Up Correctly

Published: 2023-05-15

Embarking on a development project is exciting and ambitious. Success hinges on setting up a solid foundation.


Page: https://www.scryla.co.uk/articles/one-of-the-greatest-risks-to-a-development-project-setting-it-up-correctly

### How do you improve stakeholder satisfaction?

Published: 2023-05-12

Improving stakeholder satisfaction is vital for the success and growth of your tech business.


Page: https://www.scryla.co.uk/articles/how-do-you-improve-stakeholder-satisfaction

### Could your business afford to deal with a data security crisis.

Published: 2023-03-21

Tech specialists, Scryla, have a wealth of expertise in information and data security, which can help companies safeguard the sensitive data they handle.


Page: https://www.scryla.co.uk/articles/dealing-with-a-data-security-crisis

### Does my tech business really need a CTO?

Published: 2023-01-20

Quite simply, the answer is yes, you do. But read on, and we’ll explain why in more detail.


Page: https://www.scryla.co.uk/articles/tech-business-cto

### Has your SaaS project lost its way?

Published: 2022-12-20

A guide to getting software projects back on track, and the reasons web-based projects fail or lose their way.


Page: https://www.scryla.co.uk/articles/has-your-saas-project-lost-its-way

### 6 Most Common Challenges Start-ups Face Working With Outsourced Teams And Their Solutions

Published: 2022-10-07

A lot of start-ups and young tech companies choose to outsource work, and for good reason too.


Page: https://www.scryla.co.uk/articles/6-most-common-challenges-start-ups-face-working-with-outsourced-teams-and-their-solutions

### How to bring innovation into your company

Published: 2021-09-15

How to bring innovation into your company, suggestions to start the process


Page: https://www.scryla.co.uk/articles/bring-innovation-to-your-company

### Importance of a CTO in the world today

Published: 2021-09-11

The position of Chief Technology Officer is becoming more and more important in the technology-driven world.


Page: https://www.scryla.co.uk/articles/importance-of-a-cto

### Transformation post lockdown

Published: 2021-06-08

Now that we seem to be coming out of lockdown and a semblance of normality, we can hope the worst is over.


Page: https://www.scryla.co.uk/articles/transformation-post-lockdown

### Is a COO integral to your business growth

Published: 2021-06-01

A COO is quite different than any other employee in your company. In a way they are the unsung hero in many companies dealing with the delivery and detail.


Page: https://www.scryla.co.uk/articles/is-a-coo-integral-to-your-business-growth

### The three amigos, or four?

Published: 2021-05-25

As different as industries appear, the top three underlying drivers of profitability are remarkably similar.


Page: https://www.scryla.co.uk/articles/three-amigos

### Why a Fractional CTO?

Published: 2021-05-21

Investing in your technology and teams is expensive and necessary to succeed.


Page: https://www.scryla.co.uk/articles/why-a-fractional-cto