available_now

Interim Head of Engineering.

A good team can't wait months for the perfect hire. I take over engineering and lead it, hands on. Things get back to normal and stay that way.

Josip Jurišić
Josip JurišićRigid d.o.o. · Remote/Hybrid · EU (CET)
josip.config.json
{
  "focus": "hiring · delivery · team structure",
  "engagement": "interim | fractional",
  "industries": "product · fintech · mobile",
  "languages": "EN · DE · HR",
  "available": true
}
I TO NIJE SVE!
01when_you_need_interim_hoe

When things stop being normal.

/01

Your Head of Engineering left.

The roadmap is full and nobody drives it.

/02

Your CTO is drowning in code.

The architecture is fine. Nobody owns people and process.

/03

Scaling broke your structure.

More people, same system. It shows in every release.

/04

The permanent search is dragging.

Those searches take 3–6 months.

02engagement_timeline

The road back to normal.

days_1-14

Take the wheel

Standups run on time and decisions stop piling up. The team knows who to come to.

days_15-30

Name the problems

I put the top 3–5 problems in writing, and the worst one is already being fixed.

days_31-60

Restore the rhythm

Hiring moves again and releases land when promised. Your managers get coaching along the way.

days_61-90

Make it stick

The systems run and everything is documented. From here we keep going, or I hand over to a permanent hire. Your call.

03interim_hoe_scope

What I take over.

I work inside your team and run it day to day.

hiring
The whole pipeline, end to end. I've run 100+ interviews.
delivery
Sprint cadence, planning, metrics. Structure that unblocks.
team_structure
Teams, tech leads, managers. I've scaled from 1 to 5 teams.
manager_development
First-time managers get real coaching. Most retention problems start with them.
standards
Code review, on-call, debt policy. The culture stays.
communication
All-hands, reporting to the C-suite, translating between business and engineering.
04real_example

How it looked in practice.

I've done this before, at a Munich consumer app with 500K users. I joined when the team was 3 engineers:

3 → 15engineers in 12 months
100+interviews conducted
12hires, still there
200+features in year one
€1Mbudget owned
~0turnover
05when_not_to_hire_me

When you don't need me.

/01

You have time and budget for the permanent hire.

If the team is stable and you can wait six months, hire permanent.

/02

The problem sits between the founders.

A founder conflict is nothing an interim manager can fix.

/03

You just need execution.

For a single project without a leadership gap, an agency or freelancers are cheaper.

06engagement_models

Engagement models.

For EU product companies and tech teams of 5–50 engineers.

Engineering Assessment

1–2 wks
embedded · one-time
  • Embedded assessment of team and process
  • Written roadmap, top 5 recommendations
  • No obligation to engage further

Advisory

1–2 d/wk
monthly
  • Advisory: strategy, hiring, coaching
  • Regular office hours with your leadership
  • For teams whose day-to-day already runs

Embedded Interim

2–3 d/wk
monthly
  • Full operational responsibility
  • Hiring, delivery, team structure, coaching
  • Crisis start: 4–5 d/wk for the first weeks, then settles

Invoiced through Rigid d.o.o. in the EU. Contracts roll every 30 days. I work remote from Croatia with office days in your city.

07common_questions

Frequently asked questions.

How fast can you start?

Usually within 2–4 weeks. A discovery call, a conversation with your team, then contract and kick-off.

How is interim different from fractional VP Eng?

Embedded interim runs 2–3 days a week, more in the first crisis weeks, usually for 3–6 months. Fractional is 1–2 days a week, ongoing, focused on direction and oversight.

Can I extend the engagement?

Yes. We evaluate every 90 days. Many companies keep the model running at 2–3 days a week instead of hiring full-time. If you do hire, I transition them in 2–3 weeks.

What if we decide to hire a full-time Head of Engineering?

Then I help you find them. I sit in on interviews and give you a second opinion, and your engineers see that leadership continuity matters.

What if we need you in the office?

2–3 days per week on site works. I work remotely the other days and am on calls. Munich, Berlin, Zurich and other EU cities are easy to reach. Full-time relocation isn't my model.

What happens when you leave?

Everything is documented, from the hiring process to team structure decisions and interview rubrics. I do a 2–3 week overlap with the permanent hire.

What's your background?

16 years in engineering, 13 of them leading teams. Scaled a Munich product company from 3 to 20+ engineers. Coached 15 principal architects at a Swiss investment bank. Led a 26-person IT agency. EMBA, MSc CS, ICF coaching certification.

Ready to talk?

20 minutes, no slides. Tell me what's going on with your team.

Get in touch josip.jurisic@rigid.hr