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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 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?
It was like having a bunch of mini- Free Startup CTO Consulting Sessions all in one room. Structure developmentcontracts appropriately or directing the in-house team appropriately. Structure developmentcontracts appropriately or directing the in-house team appropriately. Plan for past the initial MVP.
Would you create contracts without an attorney? The Strategic Technical Advisor looks at the business and determines what makes sense from a technology perspective in the short-term and longer-terms. This is especially important with outsourceddevelopment teams. Why do this without the right technical advisor?
If you are on the lower complexity end, the key is defining small chunks of work that can be done quickly by a developer. Equity-Only CTO and Equity-Only DevelopersTechnology Roles in Startups Want to Know the Difference Between a CTO and a VP Engineering? Third party products are used appropriately.
I like their recommended framework for emerging firms, as well as large multinationals, to help build an optimal growth strategy for your company: Evaluate internal development versus external sourcing. Building through internal development, or organic growth, makes the most sense when you have a core set of skilled internal resources.
They outline the following framework for emerging firms, as well as large multinationals, to help build an optimal growth strategy for your company: Evaluate internal development versus external sourcing. Add basic partner contracts or alliances. Use external sourcing to fill in the non-critical gaps. Look for new horizons.
I like their recommended framework for emerging firms, as well as large multinationals, to help build an optimal growth strategy for your company: Evaluate internal development versus external sourcing. Building through internal development, or organic growth, makes the most sense when you have a core set of skilled internal resources.
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