Daniel Jacobs. Interim and fractional CIO and CISO. 20+ years in technology and security, 15+ of them in leadership roles. One person, two disciplines, full accountability.
Private equity
Led technology and security at scale for VetPartners, a GBP 1.2bn BC Partners-backed veterinary group with around 14,000 staff.
Acted as interim CIO and CISO, building the operating model, governance and supplier accountability a PE-backed group needs to reach exit readiness.
This mandate became the template for Starkhorn: senior, independent technology leadership delivered on interim and fractional terms to the businesses that need it most.
Alzheimer's Society
Served as Fractional Associate Director of IT at Alzheimer’s Society, one of the UK’s major not-for-profits.
Brought senior, independent technology leadership to a mission-driven organisation, applying the same rigour used in PE-backed environments to the not-for-profit sector.
Focused on operating model, governance and delivery, the disciplines that turn technology spend into outcomes the board can measure.
Age UK
Non-Executive Director for Digital and Technology at Age UK, one of the UK’s largest charities.
Provides board-level governance and assurance on digital strategy, technology risk, information security and major change.
Shapes technology investment decisions and advises executive leadership on delivery of the digital roadmap from the board table.
Not-for-profit
Served as NED on the board of one of the UK’s largest charities, providing governance oversight of digital strategy and technology at the board table. Shaped technology investment decisions, advised on technology risk and information security, and supported executive leadership on delivery of the digital roadmap.
Published
Years inside acquisitions and cross-functional teams taught me that the failures which looked like people failures were almost always structural. My book sets out practical, structural fixes for leaders who want to improve the system around them. No budget, no executive sponsor, no permission required.
Most mid-market and not-for-profit organisations structure technology and security as two separate functions reporting to different people. This creates silos, contradictory priorities, and missed opportunities.
Having held both roles at VetPartners as interim CIO and CISO, I understand how they should work together. Technology decisions that drive growth are grounded in security governance. Cybersecurity strategy serves the business, not the audit committee. Infrastructure investment is security-first but efficiency-focused.
When you engage Starkhorn, you get one person with deep expertise in both domains. Not a technical architect and a security consultant working against each other. Not a general technology advisor who outsources security thinking. One viewpoint, two disciplines, integrated delivery.
Member, Institute of Interim Management
The IIM is the UK’s professional body for interim managers. Membership requires demonstrated senior leadership experience and professional standards. Daniel also holds PRINCE2 and ITIL Foundation.
Years in technology and security
Years in leadership roles
C-suite disciplines, CIO and CISO
Published book
Most mid-market and not-for-profit organisations don’t need a full-time CIO. You need a CIO’s brain: someone with C-suite technology experience who understands acquisition integration, cybersecurity governance, vendor strategy, and board reporting. You just don’t need that person five days a week.
Fractional engagement typically means two to three days per week of focused, senior technology leadership. You get senior thinking, strategic clarity, and measurable outcomes. You avoid the recruitment timeline, the onboarding lag, and the cost of a full salary.
Most importantly, fractional means accountability. Starkhorn is engaged to deliver specific outcomes, not to stay busy. Every day in your business has to count.
Kick-off meeting, stakeholder interviews, vendor contract review, SaaS licence audit. The first step in Embed-to-Independence.
Systems mapping, cloud spend analysis, cybersecurity posture review, team capability assessment.
Findings synthesis, savings register compilation, roadmap design, board presentation drafting.
Board-ready report presentation, Q&A, priority actions agreed, next steps confirmed, the system left able to run without me.
We work with three to four retained clients at a time. This work requires depth, and depth requires focus.
Not every enquiry leads to an engagement. I commit fully to every client I work with.
This work requires depth, and depth requires focus. I build long-term relationships grounded in your success, not short-term engagements that scratch the surface.
Starkhorn works with three to four retained clients at any one time. This work produces results only when both sides are fully committed. You need to genuinely want to fix your technology. I need to believe that what I deliver will matter. The best engagements start with alignment on that principle.
If you want to understand where your technology stands, there are two ways in.
In their words
Dan served as Interim Group Technology Director at a PE-backed multinational operating across nine countries, shaped by rapid acquisition. He was excellent in that environment, and what sets him apart is his ability to deliver through people.
Daniel has a strong strategic mindset and an impressive ability to navigate complex challenges. He is one of those leaders who naturally brings people together.
The most exceptional CIO I have encountered in my career. His ability to leverage technology to drive business outcomes has been amazing.
A highly strategic and business-focused CIO with the rare quality of being able to bridge the gap between technology and the commercial goals of the organisation.
The free tools show where your technology leadership has gaps, scored across eight dimensions with a one-line recommendation for each.
A 15 minute conversation about your situation. I will tell you honestly whether I can help and what the first steps would look like. No pitch. No obligation.
Weekly technology leadership insights.
Read past editions →
A fractional CIO is a senior technology and security leader who runs your IT at board level part time, not as a full time hire. Starkhorn's founder, Daniel Jacobs, delivers fractional and interim CIO and CISO leadership in the UK, backed by 20+ years in technology and security, 15+ of them in leadership roles.
Daniel has led technology and security at PE backed scale, including VetPartners (PE backed by BC Partners, GBP1.2bn revenue, 14,000 staff, 850+ sites, 9 countries) and Jardine Motors Group (GBP2bn). In the non profit sector he has worked with Alzheimer's Society and serves as a Non-Executive Director at Age UK. He is a published book author and holds PRINCE2 and ITIL Foundation.
| Model | Commitment | Best for |
|---|---|---|
| Fractional CIO | Ongoing, part time, retainer | Steady senior leadership without a full time hire |
| Interim CIO | Near full time, time bound | A gap, crisis, transition or post acquisition integration |
| Virtual CIO | Part time, often used interchangeably with fractional | On demand senior technology advice and direction |
A fractional CIO is a senior IT and technology leader who heads your technology and security on a part time, ongoing basis. At Starkhorn that named individual is Daniel Jacobs, who brings 20+ years in technology and security, 15+ of them in leadership roles, across PE backed and mid market organisations.
A fractional CIO sets technology strategy, owns security and risk at board level, fixes the operating model and leads major change, all part time. Daniel covers both CIO and CISO mandates, reports to the board in plain language, and uses the Embed to Independence method so your team can run things confidently once he steps back.
Yes. Daniel covers both the CIO and the CISO mandate as one operator, so you get technology leadership and security and risk governance from a single trusted person rather than two separate hires. He holds PRINCE2 and ITIL Foundation and has led security at PE backed scale, including VetPartners.
An interim CIO is near full time, time bound cover for a gap, a crisis or a transition, such as a departed leader or a post acquisition integration. A fractional CIO is ongoing part time leadership on a retainer. Daniel does both. See the interim versus fractional guide to choose the right model.
The terms overlap heavily and often mean the same thing: senior technology leadership delivered part time rather than as a full time hire. Fractional emphasises a recurring slice of a named leader's time. Daniel delivers fractional CIO and CISO leadership in the UK as a single accountable operator, not an anonymous helpdesk or platform.
UK fractional CIO cost depends on the engagement model, scope and seniority, typically a monthly retainer for fractional work or a day rate for interim cover. Rather than a one size fee, Starkhorn scopes the right shape for your stage. See the pricing page for ranges and how each engagement model is structured.