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I’ve been having discussions with several people recently about the role of the CTO (Chief Technology Officer) in very early stage companies. In December 2007, I described how I commonly take on an Acting CTO Role in a Start-up. I used an image from Roger Smith that describes the varying roles of a CTO as the company matures.
I’ve worked with 30+ early-stage companies in all sorts of capacities (and spoken to many, many more), so I thought it might be worthwhile trying to classify the various ways that I’ve engaged in different technology roles in startups. It depends on the business, people, technologies, etc. Each situation is just a bit different.
As your organization grows and you hire senior staff where you are no longer managing every employee directly the issue of how to manage people that are not your “direct&# reports arises. Dipping: As a decision maker you rely on information being passed to you by the people who report to you. Attention to detail matters.
Eventually you need a VP of Product to handle your product roadmap, a CTO for engineering leadership and VPs of sales, marketing & biz dev. The “span of control” for a growing tech startup is probably 6-9 people. You hire great people. You help them prioritize their objectives and review the results.
Focusing on generative AI applications in a select few corporate functions can contribute to a significant portion of the technology's overall impact. This technological integration into software engineering not only enhances the productivity of development teams but also ensures that IT infrastructures are robust and reliable.
At TechEmpower, we frequently talk to startup founders, CEOs, product leaders, and other innovators about their next big tech initiative. It’s part of our job to ask questions about their plans, challenge their assumptions, and suggest paths to success. After all, that’s what tech innovation is all about.
Seattle should be the envy of any non Silicon Valley tech community in the country. It really wouldn’t take much to turn a great technology ecosystem into a truly electric one. Your highest priority right now is hiring the 1 or 2 people that are going to join your company and make a difference.
technology to make submitting expense reports extremely easy. There was nothing out there in the market which would be the personal assistant, or the personal finance tool to do expense reports. My thought was, why couldn't you do that with expense reports? Again--another place where expense reports are being turned in.
It's somewhat unusual in this economy to find companies who are seeing strong growth, so we were intrigued recently in running into BlackLine Systems (www.blackline.com), a firm which develops software for helping in the financial reporting process. Therese Tucker: My background is technology. I've always worked on financial systems.
I seem to encounter a lot of people who want to attach a CTO label to me as I'm the only programmer on the founding team of three. While I do fill that role at the moment, I'm a little hesitant to refer to myself as a CTO as we still haven't launched a product, acquired a single user, or turned or a penny in profit. Accounting?
I continue to collect great content that is the intersection of startups, products, online and technology. The United States is now a debtor nation to China and that the bill is about to come due. These are probably the two sites where I've posted the most reviews. It may be that all the doomsayers are right.
Growth will slow, partly due to internal limits and partly because the company is starting to bump up against the limits of the markets it serves.” ” There’s an allowance for a period of time where there’s “slow or no growth” while you’re figuring things out. Grow or die.
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