Owner-side technology advisory

Most owners are responsible for technology they didn’t choose.

A temporary fix became permanent. The person who understood it moved on. Now when you ask, the answer is “it’s complicated.” I’m the technical peer on the owner’s side of the table: I evaluate whether your technology — and the people running it — will actually deliver, and I tell you what I’d do if it were my money.

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60+ Organizations run their seasons on my platform — nine years without a support meltdown
15 → 57 Engineers scaled in nine months at 95% retention, on a regulated modernization
$2M Contract won on a seven-week prototype
< 1% Of tens of thousands of users a season ever need support

Who I Work With

One operator, two forms of the same job

I run a software company and advise business owners on technology. The product runs operations for organizations that own it as a subscription; the advisory puts the same judgment to work inside businesses I don’t run.

Owners & Acquirers

Small and mid-sized business owners with inherited IT

You own — or just bought — a business with real technology inside it, and IT people you can’t evaluate. You don’t want an MSP upsell or a consultant’s deck; you suspect you’re being told “it’s complicated” instead of the truth, and you hate depending on things you can’t verify. I take the seat on your side of the table: I evaluate the systems and the people running them, and give you straight answers you can act on. We start with a fixed-price review or a scoped assess-and-remedy sprint; if the judgment is useful ongoing, it becomes a small monthly retainer — my judgment, not my hours.

Camps & Youth-Serving Organizations

The platform, and the judgment behind it

FunFangle has run banking, attendance, and medication management for camps and community programs since 2016 — 60+ organizations, tens of thousands of users a season. Beyond the platform: fixed-scope operations & technology reviews, and custom extensions built on the system you already own — by someone who’s worked your season.

FunFangle →
By Referral

Regulated-industry technology leadership

Healthcare, defense, utilities: stalled modernization, replatforming, compliance-driven rewrites. I’ve led this work under HIPAA and NIST 800-53 — cloud-native on AWS, teams scaled without losing the people who matter. I take these engagements by referral, one client at a time.

How We Start

Every price exists on paper before we ever talk

No discovery theater, no numbers invented on a call. These are the front doors — each one fixed-scope, and you keep the deliverable either way.

Owner’s Technology Review

$2,500–3,500

Two weeks. Where the real risk sits — systems, spend, and the people running them. Ends with a written risk memo and a 90-day plan you can execute with or without me.

Assess & Remedy Sprint

Scoped from level of effort

For inherited IT that isn’t delivering. Bounded hands-on: diagnose, stabilize, fix — with a defined scope, a price, and an end date. Hands stop; judgment continues.

Operations & Process Review

$1,500–2,500

For organization Directors. What to fix, what to buy, what to build — from someone who’s worked your season, not a generic IT assessor.

Productization Roadmap

$3,500–5,000

You want to turn your expertise into software. I’ve made that crossing. What to build vs. buy, MVP scope, and cost reality — before you spend real money.

What continues after the front door: most clients keep a small monthly retainer — a standing call, async questions with a 48-hour response, and written decision memos. Retainers are priced by the size of your business, and they buy judgment only: the moment hands touch keyboard, it’s a scoped project with its own price and end date.

How I Work

Three commitments, in every agreement

Judgment, not hours of doing

I’ll get my hands dirty to triage and stabilize — bounded, and priced as a project. Ongoing, you get my judgment while your team (or a vendor we select together) runs the systems. If you want something I operate permanently, that’s my product, not my hours.

Decisions come in writing

Every significant call gets a decision memo: what we decided, why, and what it avoided. The reasoning survives staff turnover — and you can audit the year at renewal instead of taking my word for it.

An operator’s calendar

My product business runs camps’ summers. Mid-April to mid-August, response times stretch and new engagements wait for fall — stated in every agreement, not discovered in the fine print. You’re hiring someone who runs real operations, and operators have seasons.

About

Matthew Vahlberg

Most owners I meet are responsible for technology they didn’t choose. A temporary fix became permanent. The person who understood it moved on, and the reasons behind the old decisions left with them. None of this is carelessness — it’s what happens to systems over time when no one is charged with remembering.

I spent fifteen years leading engineering inside a Fortune 500 science and technology company. Large replacement programs stalled and were quietly abandoned; what succeeded was starting small. Too often, engineering got done by politics. In time I understood that owning a company was the only way to be certain that couldn’t happen. So I left — and bet on the software company I had built. Today FunFangle runs payments, attendance, and medication management for tens of thousands of families at camps across the US and Canada.

That experience is why I work with owners. You still have the founder’s standing — the ability to say “build it” — and my role is to help you use it well, with the decisions written down so the understanding compounds instead of walking out the door with the next departure. We start small, with what I’d do if it were my own money. Most weeks, it is.

  • Founder & CEO, JP Greze Co — since 2013
  • BS Computer Engineering, Virginia Tech
  • 2 US patents in big-data and cloud architecture
  • 15+ years scaling engineering organizations in healthcare, defense, and utilities

Call Me When

FAQ

Fair questions, straight answers

Are you a consultant?

Not in the usual sense. Advisory means judgment about technology you own: build-buy-fix calls, vendor and hiring decisions, straight answers in plain English. I don’t sell hours of doing — the only thing I operate permanently is my own product.

Will you fix things yourself?

For triage, yes: diagnose, stabilize, un-stick — bounded, priced as a project, with an end date. Sustained hands-on in systems I don’t own, no. Your team, or a vendor we choose together, builds; I advise while they do.

What does it cost?

The front-door offers are fixed-price and listed above. Sprints are scoped from level of effort before we start. Retainers are priced by the size of your business. Every number exists on paper before the conversation — you’ll never watch me invent one.

Do I need to be technical?

No. I explain everything in plain English and put decisions in writing. If something I say doesn’t make sense, that’s my problem to fix, not yours.

What do I actually get on a retainer?

A standing call, async questions with a 48-hour response, and written decision memos. You’re paying me to be on the hook for your technology decisions; I write them down so the reasoning survives — including when I’m not in the room.

What happens on the discovery call?

Thirty minutes, no pitch. It ends one of three ways, said out loud: a fixed-fee review, a scoped sprint, or “you don’t need me — do these two things.” The third answer is free, and I mean it.

If you own technology you can’t evaluate — or a business that runs on it — let’s talk.

30-minute discovery call. No pitch. Sometimes the honest answer is “you don’t need me” — and I’ll say that too.

Book a Discovery Call