Fractional CTO and fractional technical leadership
Losing its CTO left a camp management software company's development team without anyone setting technical direction, right as its decade old system needed to scale well past what it was originally built for. Ollon stepped into that role on a fractional basis, building an architectural roadmap for scaling the system and deciding where investment needed to go first. That roadmap became the reference point for restructuring the team, including which internal people were ready to grow into a development manager and architect role. The direction Ollon set outlasted the engagement itself, since the roadmap and the people promoted to execute it were still in place well after the fractional involvement wound down.
Legacy system modernization
Camp registration and reporting infrastructure ran manually on individual virtual machines for years, unable to survive a traffic spike without someone actively managing capacity by hand. Ollon replaced that setup with Terraform managed Azure scale sets, adding load balancing and automated health checks so the reporting server could add capacity on its own instead of waiting for someone to notice a problem. Getting there meant working through real failures along the way, including a health check that needed a dedicated always on service just to report accurately, and virtual machines that needed a shared snapshot to behave consistently as a group. Infrastructure that had been a manual liability now scales itself under load.
Fractional DevOps support
Errors and logs from a camp management software company's applications stayed wherever each individual service happened to write them, with no centralized way to see what was actually happening when something broke. Ollon built a logging pipeline that pulled application errors, service bus messages, and database logs into logz.io, then set up automated alerts to a Microsoft Teams channel so problems surfaced immediately instead of through a support ticket. A dead letter queue tool captured and stored failed messages for review as well, instead of letting them silently disappear from the system. That visibility gave the team a way to catch and diagnose problems before they became the kind of outage a customer would notice.
Security policy and procedure development
Security scanning for a camp management software company needed to happen consistently, not just whenever someone remembered to run it manually, especially with a sale process putting more scrutiny on how the company managed risk. Ollon implemented Snyk vulnerability scanning on a recurring monthly schedule, turning dependency and code security checks into a standing process instead of an occasional review. That cadence meant new vulnerabilities in the company's dependencies surfaced on a predictable timeline instead of being discovered by chance. The recurring scan became one of the security processes the company could point to as evidence of an ongoing practice, not a single audit passed once.
Due diligence and acquisition preparation
A buyer evaluating a 25 year old company for acquisition was going to look hard at whether its technology was actually resilient or just working by accident. Ollon rounded out the company's risk story for that scrutiny, adding offsite backup infrastructure so it no longer depended on a single cloud provider, on top of the recurring security scanning and documented infrastructure already in place. That combination let the company show a prospective buyer specific, verifiable practices instead of general assurances. The infrastructure and security work became part of what the company could point to during due diligence, not something added afterward to look better.
Startup lifecycle support: founding through exit
A camp management software company already had 25 years of operating history when Ollon got involved, well past the founding stage and scaling toward an eventual sale. Ollon provided fractional technical leadership through that stretch, modernizing infrastructure while the company worked toward being acquired. That support meant technical debt and organizational gaps that could have derailed a sale got addressed while there was still time to fix them properly, not discovered during buyer due diligence with no time to respond. The company completed its sale with the technical and organizational foundation already in place, instead of scrambling to build it under acquisition pressure.
Change readiness and organizational adaptability
A camp management software company's development team lost the technical leadership needed to set direction and modernize its systems the moment its CTO left, even as day to day work continued. Ollon used that transition as the moment to build the structure properly, promoting existing team members into development manager and architect roles instead of hiring outside, and adding a DevOps manager to round out the leadership gap. That restructuring meant the organization came out of a leadership crisis with more capability than it had before the CTO left, not just a replacement for what was lost. The team's ability to absorb that disruption is part of what let the broader modernization and eventual sale happen on schedule.
