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I’ve been having discussions with several people recently about the role of the CTO (ChiefTechnologyOfficer) in very early stage companies. In December 2007, I described how I commonly take on an Acting CTO Role in a Start-up. That’s why Roger Smith puts the focus of the CTO on programming for the earliest stage.
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 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. Who will do that?
Redondo Beach-based iCONECT Development , a developer of litigation support software, said this morning that it has hired on former X1 Technologies Vice President Howard G. Silver as its ChiefTechnologyOfficer. iCONECT will open a Los Angeles office with Silver's hire.
In the domain of Product Research and Development (R&D) , generative AI acts as a catalyst for innovation, significantly accelerating the ideation and creation phases of product development. It can be used to quickly scan and shortlist resumes, reducing the time and resources spent on the initial stages of the recruitment process.
in a contract from the U.S. Office of Naval Research (ONR). According to Transphorm, the Office of Naval Resaerch--part of the U.S. base contract with the company, which will go to establish a domestic source of Gallium Nitride epiwafers. Departmetn of Defense (DoD)--eercised a three year, $15.9M
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. However, I’m always doing this part-time.
skip to main | skip to sidebar SoCal CTO Monday, March 12, 2007 MyShape Article - Analyst Misses the Point The NY Times did a piece today on MyShape, a start-up in Pasadena - Log in Your Measurements, and the Clothes May Fit. “They’re probably a little ahead of their time,&# she said.
In my post, Technology Roles in Startups , I described some of the different ways I engage with startup companies such as CTO Founder , CTO , Part-TimeCTO , Acting CTO , Consultant, Advisor and Advisory Board Member. Now, most often technical advisors are part of a broader advisory board.
Because I am true to the hiring practices I preach, I wanted a strong exec who would “ punch above their weightclass ” by taking a job they hadn’t yet done but would hugely aspire to and thus work harder to out perform. And we wanted a head of global marketing. It’s more convenient for both sides.
You fill out the short questionnaire, lawyers submit their price quotes, and they get hired. It took a while to do market research, but we ended up starting an app for law. We''ve worked out he bugs, and since then have hired a full timeCTO and others. There are over 100 different questionnaires on the website.
The reason is that good attributes apply equally well to “external” partners, as they do to internal partners, like a co-founder or CTO. A good overall example is the synergy between Google co-founders Sergey Brin and Larry Page, as well as long-time Executive Chairman Eric Schmidt. Feels a real passion and love for their role.
aka: An Open Letter to the Next Big Social Network) - 500 Hats , November 1, 2010 I've held off writing this post for a long time, because I couldn't quite get my head around all the issues. Call it facts for hire. It would be a bit like the hired gun in the old west, but more suited for today’s times. You got it.
The third piece of our business, is we''ve developed the infrastructure, technology, and methodology to discover content, and put it into our own, salesforce like system, which allows our researchers to pick out videos, track down the content creators, and do all of the contracting through the system.
The reason is that good attributes apply equally well to “external” partners, as they do to internal partners, like a co-founder or CTO. In many cases, experts with academic or research credentials are not good partners for a business venture. Partner decisions are more important than hiring decisions. Passion for what they do.
The reason is that good attributes apply equally well to “external” partners, as they do to internal partners, like a co-founder or CTO. In many cases, experts with academic or research credentials are not good partners for a business venture. Partner decisions are more important than hiring decisions. Passion for what they do.
Aaron Crayford: Before Rippol, I was the CEO and CTO of Vusion, a company that provided HD video streaming. Before that, I was a student researcher as San Diego Sate University and a UCSD student. We've been running for eleven months now, with me and another eight people working full time, and about ten people parttime.
I was hired to head up strategy, marketing development, and product management. Jeff Curie: It is a very advanced piece of technology. He ran DARPA research out of UC Irvine for almost a decade, until stepping out and focusing purely on entrepreneurial efforts. We grew that up, and did very well, and eventually sold it to IBM.
The reason is that good attributes apply equally well to “external” partners, as they do to internal partners, like a co-founder or CTO. In many cases, experts with academic or research credentials are not good partners for a business venture. Partner decisions are more important than hiring decisions. Passion for what they do.
The reason is that good attributes apply equally well to “external” partners, as they do to internal partners, like a co-founder or CTO. In many cases, experts with academic or research credentials are not good partners for a business venture. Partner decisions are more important than hiring decisions. Passion for what they do.
But then you need to research that firm and what other deals they’ve done over the past year. Never stop in the ink is dry on the contract and the money is in your bank account. Put in 2 hours of research for every 1 hour meeting. Having a list of VCs to approach is of course is a good start. That’s fantasy land. Start early.
Messenger : Thorsten von Eicken , RightScale’s Co-Founder and CTO, Chief Architect at Citrix Online (formerly Expertcity) and Professor of Computer Science at Cornell University and UC Santa Barbara. Hiring is difficult no matter where you are. If you haven’t already subscribed yet, subscribe now for. Meredith Publishing.
The reason is that good attributes apply equally well to “external” partners, as they do to internal partners, like a co-founder or CTO. A good overall example is the synergy between Google co-founders Sergey Brin and Larry Page, as well as long-time Executive Chairman Eric Schmidt. Feels a real passion and love for their role.
Therese is the former CTO at SunGard Treasury Systems, and has a wealth of experience in the financial software market. I had actually retired from SunGard as CTO before starting BlackLine. Another thing is the ROI studies we've had done outside our firm by Nucleus Research. I've always worked on financial systems.
based startup CoFoundersLab has addressed this issue by taking the guesswork out of matchmaking by introducing scientific methods, deep research and algorithms that have proven to lead to successful matches. Intimidation alone of finding the right team kills many new ventures before they had a chance.
Key early figures include CTO Doug Palmer, a pioneer in the development of video-over-IP technology who also worked at San Diego’s Linkabit and HNC Software, and chief engineer David Eames, one of HNC’s original staff scientists and an expert in neural networks and parallel computing applications.
The reason is that good attributes apply equally well to “external” partners, as they do to internal partners, like a co-founder or CTO. In many cases, experts with academic or research credentials are not good partners for a business venture. Partner decisions are more important than team member hiring decisions.
So yes, I want to hire somebody with really high IQ and EQ but not somebody who is more knowledgeable at your specific skill set than you are. or; “I don’t have enough money to hire my team yet. We’ve met three times over 18 months and you still have no team. How can I hire a team without any money?
Robin Richards: After selling Notification Technology to Blackboard, we kind of sat around and said--where is there a marketplace, that can do some good, really needs to be developed using technology, and where there is no major player involved. It looks like you bought an existing property as part of startup up the site?
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