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No executive owner for technology
Decisions sit between the CEO, finance, and a stretched IT lead. Spend, vendors, and risk move without a single accountable technology agenda.
Fractional CIO / CTO advisory
Technology Leadership That Accelerates Business Growth.
Fractional CIO/CTO leadership, enterprise AI strategy, cybersecurity governance, and technology transformation for companies ready to scale.
Problems we solve
The work starts where technology decisions stall.
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AI activity without an operating plan
Pilots accumulate. Few of them have an owner, a data boundary, a measure of value, or a reason to stop.
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Cyber risk treated as a technical backlog
Identity, vendors, and recovery are discussed after an incident or a questionnaire, rather than as executive risk with a funded sequence.
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Foundations that will not survive the next stage
Commercialization, a financing, or a doubling of headcount exposes informal systems, unclear vendors, and an operating model that was never designed.
Core advisory services
Executive counsel, scoped to the decision.
Executive leadership
Fractional CIO & CTO Leadership
Executive technology leadership for companies that need a CIO-level partner, and a clear line between that role and a software-engineering CTO.
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Enterprise AI
Enterprise AI Strategy & Adoption
A practical AI agenda: readiness, tool selection, governance, data protection, and the organizational work required to produce business value.
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Risk governance
Cybersecurity & Technology Risk
Executive cybersecurity assessments, risk management, identity governance, vendor risk, and oversight of resilience. This is not penetration testing or a certified audit.
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Operating foundation
Technology Foundations & Scale-Up
The core environment a growing company needs: identity, endpoints, collaboration, cloud direction, enterprise systems, and vendor management.
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Life sciences
Life Sciences Commercialization Readiness
Technology planning for companies moving from clinical development toward commercialization: systems, data governance, vendors, and launch support.
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Transactions and change
Technology Due Diligence & Transformation
Technology assessments for investors and operators: diligence, investor readiness, modernization roadmaps, and executive project leadership.
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Why Energize Technologies
A boutique advisory firm for the executive technology agenda.
An operator who has held the seat
The advice comes from executive technology leadership in life sciences, including SVP and CIO at Kadmon Holdings and COO/CTO at Revalia Bio.
Life sciences judgment
More than 25 years across research, clinical operations, and commercialization, in both large pharmaceutical companies and emerging biotech.
A bias toward useful refusal
If AI, a platform, or a program does not serve a stated business goal, the recommendation is not to fund it.
Roadmaps a leadership team can run
Engagements end in decisions, owners, and a sequence of work — not a catalog of technologies.
Industries served
Where this leadership is most useful.
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Biotechnology and pharmaceutical companies
Clinical-stage and commercial organizations that need technology leadership matched to regulated work.
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Life sciences services
Service businesses whose clients expect controlled systems, credible security, and a technology operation that scales with delivery.
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Growth-stage technology businesses
Companies past the first product who need an executive technology operating model, not another tool.
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Investor-backed companies
Boards and investors who want an independent view before a financing, a hold period, or a transaction.
Engagement model
A fractional seat with a beginning and a handoff.
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Executive conversation
A confidential discussion of the decision in front of the company, the timeline, and whether a fractional leadership engagement or the fixed assessment is the right first step.
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Scoped mandate
A written scope, cadence, and set of decision rights. Engagements are sized to a chapter — an assessment, a retainer, or leadership through a defined transition.
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Operating cadence
Work inside the executive rhythm: priorities, vendors, risk, and the few measures that show whether technology is helping the business.
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Transition
A full-time hire, a stronger internal leader, or a continued fractional seat. The point of the engagement is a company that can carry the agenda, not a permanent dependency.
Executive Technology Assessment
A fixed three-week view of the technology agenda.
The assessment covers eight domains and produces the materials a CEO, board, or investor can act on.
- Executive assessment report
- Technology maturity scorecard
- Prioritized risk register
- 90-day action plan
- 12-month technology roadmap
- Executive leadership presentation
Selected insights
From the writing of Peter Buniak.
Enterprise AI
Moving AI Beyond the Pilot (Part 1 - Macro-Level) : Getting the Technology and the People Ready
How does a small or mid-sized biotech or pharma company make sure AI delivers on its promises and moves beyond the pilot phase? Technology & Culture.
October 23, 2026 · 7 min read
Leadership
The CIO Role Is Constantly Changing. Maybe That's the Point.
The modern CIO’s challenge isn’t simply leading transformation—it’s adapting to constant, increasingly rapid change while balancing innovation, speed, risk, and control. The CIOs best prepared for that environment bring a combination of large-company business experience, consulting adaptability, technology depth, strong leadership, and an entrepreneurial mindset.
September 16, 2026 · 5 min read
Life Sciences
Pharma Preparing for Commercialization
Managing the transition from a clinical-stage company to a commercial company is one of the most exciting and challenging times a Pharma or Biotech company has the privilege of experiencing. But it doesn't come without great planning and a little bit of luck.
July 4, 2026 · 2 min read
About the founder
Peter Buniak
Founder and Principal Technology Advisor
Peter has worked in life sciences for more than 25 years across IT, digital marketing, business operations, and corporate strategy. His experience runs from R&D and clinical operations through commercialization, in both large pharmaceutical companies and emerging biotech. Prior executive roles include SVP and CIO at Kadmon Holdings and COO/CTO at Revalia Bio.
Schedule an executive consultation.
A confidential conversation about fractional CIO/CTO leadership, an AI agenda, technology risk, or the three-week assessment.