Unlike full-time CTOs, a Fractional CTO typically concentrates their efforts in predetermined areas. Rather than take on the broad responsibilities of their full-time counterparts, Fractional CTOs have specialized tasks. A start-up, for example, might hire a Fractional CTO to develop its technology roadmap and initial strategy. Companies launching new products or services are known to bring in Fractional CTOs long enough for them to see the project through. As organizations navigate a sudden shift to remote work, Fractional CTOs are useful resources to address the technological needs and necessary implementation requirements.
Businesses rely on up-to-date technology to remain competitive and perform essential functions. It’s critical then to have a dedicated team member at the executive level to evaluate, implement, and manage relevant technology to serve your business needs. Again, getting this particular hire right can set you up for success now and in the future. If you hire someone with prized development skills, you may prosper now but struggle in a year.
Ask successful tech leads for their recommendations and how to find a CTO co-founder in a startup. Chances are, they’ve started at the same point as you are now and can suggest you a reliable contact. The reality of growing a startup is brutal – nine out of ten startups fail. You neglect a tiny detail, and all your effort and beliefs end up with your inability to deliver the product or compete. That’s why strategic planning is a pillar of a development process, and this, in turn, is why a skilled CTO is essential. Technological capabilities develop and transform rapidly.
It’s not a secret that many successful startups got on top by building their products with remote or distributed teams. They keep their headquarters in a particular office but then hire out remotely to cover their dynamic needs. The CTO is a person responsible for making all tech-related decisions. It automatically means the highest level of hard and soft skills, ability to be a strong leader and performer. The CTO impacts the business growth as all the C-level managers in a startup. A startup hires a traditional developer, someone with excellent code-writing skills.
Some agencies can build your product at cost – in return for a percentage of future profits. An agency can get your product out the door in a matter of months. While it’s difficult, it’s clearly not impossible for non-technical founders to find a CTO. Foundersnetwork.com is using a security service for protection against online attacks. You will be redirected once the validation is complete. The Business Enabler ensures that the technology is operating as designed and evolving in lockstep with the business.
You need someone with technical skills who can also lead a team and envision the future. Someone who can contribute to business goals but also maintain your codebase. Get yourself a technical advisor if you don’t have any expertise—someone you can trust and who has enough experience to help you find the right person. An advisor can be helpful in many ways – interview people, mentor you on what to look for, be a sparring partner for your ideas. Until you have a good team set up – they will be your go-to person about everything.
Cooperation with business executives to identify, rationalize, and roadmap new business models and capabilities. Presenting the company at technical events, being fully responsible for its image and reputation in technical terms. Keeping the processes within defined financial and time frames.
Most co-founders knew each other long before they started a company together, so it’s unlikely that you’ll find a random person on the internet who shares your vision. Limit your efforts on people who meet specific interest areas and you’re more likely to at least start a conversation. If you had true market validation, investors would pour money into your startup and you could hire the best tech talent in the world. Unfortunately, a lot of non-technical founders think they must have a working app in order to validate their idea. At my last two startups, I was the first engineering hire, and I know dozens of others technical co-founders and CTOs in Chicago alone.
This CTO is in charge of operational technology and works as a team lead. It takes years and years for a future CTO to gain experience, observe trends, and explore the industry to understand patterns and mechanisms. This explains why the world’s best CTOs don’t get that role until the age of 24 years after getting higher education, eight positions, and four companies. Will have at least some tech knowledge to help you build a product. Here’s a highly opinionated list of qualities that I think are important in a person who can help you scale your startup.
With our Fractional CTO service, you’ll waste no time on tedious recruiting and onboarding. Our team members are capable of quickly addressing your needs and getting up to speed on important projects. I’m bringing this up because I’ve often seen startups get this position wrong. They hire a chief technology officer, but they don’t know what they actually need, and everyone ends up in a bad spot.
Why would you take anyone on board who has never released a product into the world? It would be great if you had someone withT-shaped skills- someone who’s an expert in some field and can also apply his knowledge in other areas. If you go with someone more veteran, theyhave more to lose by joining you and want a larger piece of the pie. In return, you get experience from the get-go, and your probability of building a working product by the deadline is higher than with a more junior person.
My point is that you aren’t just looking for a software engineer or just an engineering manager. You need someone with a hybrid set of hands-on and higher-level thinking skills. CTO-as-a-Service – is the most convenient model in the case of limited financial resources because you pay only for services provided. At the same time, you get the most out of CTO’s experience and skills. The expertise is the main benefit since the particular specialist has already worked with different projects and can offer various points of view and solutions. A Chief Technical Officer is one of the most important personas in any tech company.
An in-house person is the best long-term solution that will help you grow your company – always good to have someone with whom you can share the load. Setting up processes that don’t suck – writing a lot of documentation, to not forget when we need to do it a second time. You can blame him when something is not working correctly or if the project is already two months cto duties late. Whether you measure your startup’s success by fundraising, revenue, or users, find a way to move your key metrics forward until your future CTO can’t ignore you. End every meeting asking if there are other engineers you could talk to who might know about your startup’s problem space. The service requires full cookie support in order to view this website.
Last but not least – a CTO represents the company during conferences / technical meetups. If your client has some concerns regarding the technology – you pull down your CTO into the meeting and make sure he explains everything properly. During big meetings, the CTO is the authoritative voice that doesn’t speak too much, but when he does, everyone should listen. Again there’s no “ownership.” The technical advisor comes and goes and is not part of the team, mostly oversees the birth of the company rather being really part of it. Most likely this person is a veteran CTO – has experience getting products off the grounds already.
It will require a bit of time to switch to in-house development once you start with an agency. Hiring yourself, a CTO will probably make it easier to get the control back. I would go with an agency model only when you have already promised your investors to deliver the product at X date. Get yourself an in-house specialist – either on salary or as a shareholder.
They work with designers and product managers to create interfaces, manipulate data, and maintain software ecosystems. Just about every CTO I know has a slightly different job description. But generally, a “traditional” CTO will be in charge of executive-level decisions about technology. This might include future technology requirements, strategy implementation, and resourcing, to name a few. Before I lend my advice on building a startup team, let’s break down what “traditional” CTOs and developers do. I say this knowing that there are few traditional aspects of either, but for the sake of this argument, let’s pretend.
$50,000 might not pay a full-time engineer’s salary in many places in the United States, but it might be enough to attract a CTO to moonlight for you. If you can’t get that kind of money together, make pre-sales, borrow money, or raise money. You’re unlikely to find a technical co-founder who will work for free from day one.
How to find the best Chief Technology Officer for product development and growth. So as you start your search, look for an excellent developer. Hire the developer that also has a knack for management. While CTOs and developers will overlap in their https://globalcloudteam.com/ skillset, some unfortunate things may happen if you hire the wrong skill level or assign a misaligned title. A team lead will still write some code, but they will also manage a team of junior developers and help them with their code and careers.
Someone with the ability and desire to quickly grow into a leader to address future needs. Someone with the ability and desire to contribute to your product’s technical needs right now. One more thing you can offer them is some fancy title. In my personal opinion, titles are irrelevant until you have at least 20 employees. Still, it might be important for someone to call themselves co-founder, so you should be willing to grant that if necessary. If someone wants to have a Chief-Something title, and you think that person is senior enough – why not.
Who is willing to hire smart people and empower them. The ecosystem around it becomes more complex, which can be the source of some problems. One of the questions that will need solving after the v1 is done – is how we can enable the business to be more efficient?
So we’re looking for someone senior with enough experience to help you build the product from A to Z and lead the team in the future. Finding talent is not that hard; it’s making them come to work for you, which is the hardest part. I bet if you take a look at your LinkedIn profile, you’ll find some excellent candidates that fit your profile. But when you’re hiring for a startup – you’re already at a disadvantage and need to make people understand why your 1-man show is the place they need to be at. As a startup, you must understand that the opportunity cost for a senior-level expert to join you is enormous. They would be choosing uncertainty, chaos, long hours, non-existing work-life balance for a few years – and a 70% pay cut on top of that.
Unfortunately, it’s not as easy as putting together a list of interview questions and posting a job listing. After having conversations with several of my CTO friends, I put this list of tips together for non-technical founders looking to attract a technical co-founder or CTO. You have an incredible idea for a product that will disrupt the entire _______ industry. As you research the market, your competition, and the feasibility of your product, you get closer to arriving at a substantial action plan. With inevitable success on the horizon, you start to look for an experienced software engineer and business leader. At Draft.dev, we create technical content for startups looking to reach software engineers.
They’ve built a solid business with a growing customer base in less than four years. They provide advertisement monitoring services and provide insights, for which they utilise hi-tech solutions. As an example, they maintain a worldwide network of mobile devices, all of which are tunnelled into the London office for analysts to use. These people should be empowered to improve things, to build solid processes. The more smart people the CTO hires, the less he will do himself and the more he can focus on the strategic development. In the end, CTO will worry about disaster mitigation, compliance with regulations, cybersecurity audits, automation.
Having a person beside you who is sharing the responsibilities, in the long run, is massive. You cannot imagine how much easier it is to have someone in the same boat as you. Dealing with a limited budget – there’s a finite amount of money you have for that scalable AWS setup. What are the most common problems of outsourcing and how to mitigate them?