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It was like having a bunch of mini- Free Startup CTO Consulting Sessions all in one room. But what was interesting to me was that I found myself recommending that each of them should have a technicaladviser. Structure development contracts appropriately or directing the in-house team appropriately.
I generally am working as an acting CTO for about 3-4 start-ups or other companies at any one time. I also found this interesting graphic of the changing needs around the CTO role in different size/type companies that somewhat echoes my experience. During Stabilization, often the focus is transitioning to a full-timeCTO.
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.
I spent nearly a decade building software for large companies and then advising companies on the same. The technology team disagrees on direction and wants resolutions. You’re sales person is getting blocked by the CTO who says she shouldn’t go above him but the CTO isn’t approving the deal.
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