Fractional CTO for Real Estate Businesses
Give your technology a clear owner.
I set the technology direction, lead internal staff and vendors, and carry critical initiatives through implementation for your real estate business.
Starting at $8,000 per month. Direct leadership from George Reyna across strategy, people, vendors, systems, and delivery.
Direct Answer
What technology support does REI Strategy provide?
REI Strategy provides five levels of technology support for growing real estate investment businesses: one focused Power Hour, a complete Technology Audit & Roadmap, recurring Technology Advisor guidance, hands-on Implementation Support, and ongoing Fractional CTO leadership. Each option connects business priorities to decisions, ownership, delivery, and measurable progress.
Start With What You Need
Five ways to solve the technology problem in front of you.
When the Business Needs Technology Leadership
The technology agenda has outgrown informal ownership.
Your business has useful platforms, capable people, and active projects. The work crosses departments, vendors, systems, and business priorities. Progress depends on one person connecting the decisions and staying accountable through delivery.
Owner bottleneck
Every technology decision reaches the owner.
Staff and vendors wait for approval, project questions collect, and the owner becomes the final stop for every issue.
Fragmented direction
Vendors work from separate priorities.
Each provider sees one part of the environment. Scope, dependencies, data, and business priorities receive fragmented ownership.
Stalled delivery
Important projects stall between functions.
CRM, automation, reporting, data, and AI initiatives slow down during handoffs between business leaders, users, technical resources, and vendors.
Scattered investment
Technology spending follows several operating plans.
New subscriptions, development work, consultants, and internal effort accumulate across separate budgets and decisions.
Partial visibility
Reporting provides a partial view.
Leaders see activity inside individual systems. The complete lead, workflow, vendor, and performance picture remains difficult to assemble.
Continuous change
The business needs consistent improvement.
Technology decisions continue after the first project. Adoption, documentation, vendor performance, process changes, and new priorities require ongoing leadership.
Fractional CTO support gives the technology agenda one accountable owner across direction, people, delivery, and improvement.
What Clear Ownership Creates
Turn technology into an organized business function.
06
Connected operating outcomes
Technology function outputs
Clear ownership applied
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One active roadmap
Technology priorities connect to business goals, resources, dependencies, owners, and success measures.
Aligned -
Faster executive decisions
Leaders receive organized options, implications, recommendations, and clear next actions.
Decisive -
Coordinated staff and vendors
Every contributor works from the same priorities, scope, cadence, and definition of completion.
Coordinated -
Dependable systems and workflows
CRM, automation, integrations, data, reporting, and AI workflows receive structured design, testing, rollout, and ownership.
Dependable -
Better operating visibility
Reporting connects active initiatives, platform performance, workflow health, adoption, risks, and business outcomes.
Visible -
Documented continuity
Systems, decisions, workflows, responsibilities, and operating procedures support training, delegation, and future improvement.
Documented
The Full Technology Agenda
Strategy, leadership, implementation, and improvement under one owner.
Direction and Priorities
Strategy
I translate business goals into technology priorities, architecture, investment decisions, resource plans, and a living roadmap.
Included Responsibilities
- Business-aligned technology priorities
- Current-state and future-state architecture
- Platform, vendor, and build decisions
- Budget and resource guidance
- Initiative sequencing and dependencies
- Risk, opportunity, and value assessment
- Quarterly technology planning
Decisions and Accountability
Leadership
I create the decision structure, operating cadence, accountability, and communication required to move important work through the business.
Included Responsibilities
- Decision ownership and escalation paths
- Staff, contractor, and vendor coordination
- Initiative planning and status review
- Scope, timeline, and dependency management
- Executive communication and recommendations
- Change leadership and adoption planning
- Hiring and specialist selection when required
Design and Delivery
Implementation
I stay close to delivery and take an active role in design, configuration, workflow logic, testing, rollout, documentation, and issue resolution.
Included Responsibilities
- CRM architecture and workflow design
- Automation and integration planning
- AI workflows tied to defined processes
- Data movement and reporting design
- Vendor-led implementation oversight
- Testing, rollout, training, and handoff
- Documentation and SOP development
Performance and Adaptation
Continuous Improvement
I review performance, clean up the environment, strengthen adoption, and update priorities as the operation changes.
Included Responsibilities
- Platform and subscription review
- Workflow reliability and adoption review
- Vendor performance review
- KPI and reporting improvement
- Documentation maintenance
- Process improvement priorities
- Roadmap updates and new initiative planning
Your First 30 Days
Establish visibility, priorities, ownership, and cadence.
Week 1
Align on the business.
We confirm business goals, current constraints, decision rights, key stakeholders, active initiatives, and the outcomes leadership needs from technology.
Outputs
Executive alignment notes, stakeholder list, access plan, decision-rights record, and initial issue list.
Week 2
Map the environment.
I review the systems, vendors, workflows, data, ownership, documentation, active work, and existing commitments across the business.
Outputs
Current technology inventory, vendor inventory, functional systems map, active initiative register, and ownership gaps.
Week 3
Set priorities and operating rules.
We organize issues and initiatives by business impact, urgency, effort, dependency, available resources, and risk.
Outputs
Priority matrix, recommended sequence, initiative owners, success measures, escalation path, and working cadence.
Week 4
Launch the technology agenda.
I present the initial roadmap, confirm the first active initiatives, establish reporting, and begin leading the approved work.
Outputs
Active technology roadmap, first 90-day plan, executive readout, reporting format, meeting schedule, and next-action register.
How the Work Runs
A consistent rhythm for decisions and delivery.
Weekly
Weekly technology leadership session
Review priorities, decisions, risks, resource needs, vendor issues, and progress across the active roadmap.
As Needed
Active initiative working sessions
Meet with the relevant staff, specialists, and vendors based on each initiative's stage, dependencies, and delivery needs.
Monthly
Monthly executive update
Summarize completed work, active decisions, roadmap progress, risks, spending visibility, performance indicators, and the next set of priorities.
Quarterly
Quarterly technology planning
Review business goals, operating changes, platform performance, vendor needs, new opportunities, and the next quarter's roadmap.
Between-meeting access
Use the agreed client channel for active decisions, issue escalation, document review, and time-sensitive context. The engagement agreement defines access, response expectations, and escalation rules.
Decision authority
I lead day-to-day technology prioritization and decisions inside the approved roadmap, scope, and budget. The owner approves material budget, personnel, contractual, data-policy, and business-strategy decisions.
Client participation
Your business provides timely access, a leadership sponsor, relevant subject-matter experts, approval on material decisions, user feedback, and the resources required for approved work.
Work a Fractional CTO Can Lead
Bring the priorities under one connected plan.
Select an initiative to view the scope
CRM Architecture
Rebuild CRM around the current operation
Map the real workflow, redesign pipelines and fields, clarify ownership, improve permissions and reporting, organize migration, and lead adoption.
Lead Operations
Repair lead routing and follow-up
Trace each handoff, define status and ownership rules, connect the required systems, resolve failure points, and create operating visibility.
Technology Environment
Consolidate systems and vendors
Review capabilities, contracts, overlap, usage, dependencies, and data. Recommend the target environment and lead the transition plan.
Practical AI
Launch practical AI workflows
Start with a repetitive business process, define the outcome and controls, select the right tools, test the workflow, document it, and monitor adoption.
Data and Reporting
Build decision-ready reporting
Define the KPIs, source data, ownership, calculation rules, reporting cadence, and dashboard requirements used by leadership.
Project Recovery
Recover a stalled technology project
Clarify the goal, inspect the scope and work completed, identify blockers, reset ownership and milestones, and lead the project to a defined completion point.
Documentation
Improve documentation and continuity
Document systems, workflows, decisions, roles, credentials ownership, vendor relationships, SOPs, and maintenance responsibilities.
Operating Function
Establish a technology operating function
Create the roadmap, intake process, prioritization rules, meeting cadence, initiative reporting, vendor standards, documentation practices, and improvement cycle.
One Plan Across Staff and Vendors
Add leadership to the resources already inside the business.
I work with owners, operators, department leaders, staff, contractors, software vendors, developers, automation specialists, data resources, and implementation partners.
My role is to connect their work to the business goal, clarify responsibilities, resolve competing priorities, organize decisions, and keep delivery moving.
When a specific skill is required, I can help evaluate and coordinate the right specialist. I remain accountable for the technology direction and the connected plan.
Business Leadership and Internal Resources
One Connected Plan
George leads the technology direction.
Priorities, decisions, responsibilities, and delivery stay connected to the business goal.
One accountable owner across direction and delivery
A Strong Fit for Ongoing Ownership
Fractional CTO support works best when:
The real estate business is established and technology affects several areas of the operation.
Multiple systems, vendors, staff members, or initiatives require coordination.
Leadership wants one accountable owner for technology priorities and execution.
The business can provide access, timely decisions, internal participation, and resources for approved work.
The owner values direct recommendations, documented decisions, and an organized operating cadence.
The work requires continuous planning and improvement beyond one project.
Proof of Technology Ownership
Show the problem, leadership, completed work, and business result.
Proof Standard
Business problem + George's ownership + completed work + verified result
Roadmap Leadership
Technology roadmap and operating cadence
Verified paid-client story
Evidence to Insert
[Insert a verified paid-client example where George created technology priorities, established ownership, coordinated staff or vendors, and led an ongoing roadmap. Include the business model, starting condition, duration, George's decisions and leadership, completed initiatives, verified result, client identity, and testimonial permission.]
Cross-Functional Delivery
Cross-functional implementation
Verified paid-client story
Evidence to Insert
[Insert a verified paid-client example where George led a CRM, automation, integration, data, reporting, or AI initiative across multiple functions. Include the systems and people involved, implementation scope, George's exact role, adoption evidence, verified business result, client identity, and testimonial permission.]
Technology Cleanup
Vendor and technology cleanup
Verified paid-client story
Evidence to Insert
[Insert a verified paid-client example where George improved vendor coordination, removed overlap, recovered a project, clarified spending, or strengthened performance. Include the initial issue, review completed, decision made, work led, verified operational or financial result, client identity, and testimonial permission.]
Your Fractional CTO
Work directly with George Reyna.
I help real estate owners solve technology problems across strategy, leadership, and implementation. I can evaluate the decision, organize the people and priorities, lead the build, and stay accountable as the business continues to improve.
My approach centers on simple systems, clear ownership, documented work, useful data, and technology decisions tied to the operation.
Direct Executive Leadership
George Reyna
Fractional CTO for real estate businesses
Fractional CTO Questions
Understand the role before we begin.
Select any question to see how Fractional CTO ownership, authority, delivery, and engagement structure work.
A fractional CTO owns the technology agenda at the executive level. My role can include strategy, architecture, priorities, budget guidance, vendors, staff coordination, active initiatives, implementation leadership, reporting, documentation, and continuous improvement. The exact responsibilities are documented in the engagement scope.
A fractional CTO fits when technology decisions reach the owner, projects span several teams or vendors, reporting lacks a trusted source, systems require coordinated improvement, or the business needs ongoing executive technology ownership. The role is especially useful when a full-time executive hire exceeds the current need.
Technology Advisory gives leadership access to my recommendations, reviews, and decision support. The client's staff or vendors manage daily delivery. Fractional CTO support gives me ownership of the roadmap, operating cadence, vendor coordination, initiative leadership, and implementation across the technology agenda.
Yes. I take an active role in solution design, workflow logic, system configuration, implementation planning, testing, vendor leadership, rollout, training, and documentation. The delivery model may combine my work, client resources, existing vendors, and selected specialists.
I establish one connected plan, clarify responsibilities, create decision and escalation paths, lead the operating cadence, and hold each contributor accountable for the agreed work. Existing staff and vendors continue working in their areas of responsibility.
We align on business goals and decision rights, map systems and vendors, review workflows and active projects, identify risks and bottlenecks, set priorities and owners, establish the leadership cadence, and launch the initial 90-day roadmap.
The engagement is designed around ownership, active priorities, delivery needs, and the business's decision cadence. The agreement documents planned meetings, access, response expectations, initiative responsibilities, and the working capacity assigned to the engagement.
Yes. The Technology Audit & Roadmap creates a complete current-state view and a sequenced plan. That work can become the first stage of an ongoing Fractional CTO engagement.
Common areas include CRM, lead management, automation, integrations, AI workflows, data, dashboards, reporting, vendor platforms, documentation, and the operating processes around those systems. I evaluate each system in the context of the business outcome it supports.
I lead technology recommendations and day-to-day decisions inside the approved roadmap, scope, and budget. The owner approves material budget, personnel, contractual, data-policy, and business-strategy decisions. The engagement documents decision rights before active work begins.
Talk With George
Give the technology agenda one accountable owner.
Tell me what is happening across your systems, staff, vendors, and active initiatives. I will review the context and determine whether Fractional CTO support is the right starting point.
The intake takes about five minutes. Qualified inquiries receive an invitation to a strategy call.
JOIN THE INNER CIRCLE
Practical technology insight for real estate owners and operators.
Get one focused email each week covering CRM, automation, AI, data, vendors, operations, and the technology decisions shaping real estate businesses. Expect useful ideas, real examples, and clear actions you can apply.