# Working with Scott *by: [Scott Booher](https://www.linkedin.com/in/scottbooher/)* Most engagements start the same way: a conversation. If what you're navigating sounds like something I've seen before — and after 25+ years in healthcare technology, most things do — we'll find a way to structure a partnership that makes sense for where you are. Here's what that typically looks like. ### Engagement Scope No two engagements look exactly alike. Some clients need a structured project — a [[Technical Due Diligence|technical due diligence]] effort, a platform architecture review, a major program management assignment. Others need someone available on a broader basis: to unblock the engineering organization, maintain momentum between permanent leaders, guide strategic decisions, or provide a senior technical voice in important conversations. Regardless of scope, clients can count on one thing: if I find something they should know about — a technical risk, a process gap, a team concern, a compliance exposure — I'll say so directly. That candor is a meaningful difference from typical consulting engagements, and one of the real benefits of working with someone who has held the CTO seat for years. ### Getting Started Many engagements begin with a limited number of hours and grow from there. As the partnership develops, I'm often asked to take on additional scope — staffing challenges, vendor management, key hires, strategic planning, board presentations. The flexibility to start small and scale is a feature of the fractional model, and I'm happy to structure an initial engagement that lets both parties evaluate the fit before making a longer commitment. ### Hours and Availability When we're not operating at full-time hours, I ask that we establish expected availability windows early — specific times when I'll be reachable for calls, questions, and real-time collaboration. This ensures that each client gets fully present engagement, not attention divided across competing commitments. I also ask that the hours we set reflect the scope and complexity of the work. If we're working toward an outcome that genuinely requires more investment — a HITRUST readiness program, a major platform migration, an imminent product launch — I'll say so directly, and we'll align on expectations before the engagement begins. ### Rates A benefit of working directly with me — rather than through a large consulting firm — is pricing flexibility. Short-term engagements carry the highest hourly rate; that rate steps down meaningfully with longer-term commitments and extended partnerships. For engagements with a strong mentorship, coaching, or team development component, I'm often able to be particularly flexible — these are the kinds of engagements I find most rewarding, and I price them accordingly. I'm always open to rate conversations for clients interested in longer-term arrangements. ### Retainers Retainer arrangements work well for clients who want consistent access without needing to pre-define every deliverable. We establish availability, agree on hours, and work through whatever the organization needs most — strategic planning, ongoing technical guidance, staff mentorship, vendor and partner decisions, or whatever has surfaced since the last conversation. ### Agreements Most clients prefer to start with their own [[Master Service Agreements for Fractional CTOs|Master Service Agreement]], and I've found that only minor adjustments are typically needed. From there, we'll work together to define an initial [[Statements of Work for Fractional CTOs|Statement of Work]] scoped to the engagement. ### Reporting and Invoicing I provide a brief weekly status update to sponsors covering key efforts underway, milestones reached, current roadblocks, and what's ahead for the following week. I invoice every two weeks with 30-day terms. > [!tip] Ready to Start a Conversation? > > [email](mailto:[email protected]) > >[linkedin](https://www.linkedin.com/in/scottbooher/)