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Exited with two co-founders when our runway ran out. Sold our IP and assets for a modest amount to our main competitor. I realised that (as CTO) the main area
by Joe8Bit 9y ago
Exited with two co-founders when our runway ran out. Sold our IP and assets for a modest amount to our main competitor.
I realised that (as CTO) the main area I couldn't contribute to was 'the business' of running a successful company. So I decided to remedy that, I joined McKinsey and left last year as an Associate Partner. I'm now the VP Engineering at a fast growing tech company (250+ people) and the impact I can have with technology is an order of magnitude greater than before because of the intervening experience
- 123ol12313 9y agoCan you explain a little about how your experience at McKinsey has allowed you to have a greater impact? Why did you go back to VP Engineering after having consulting experience? At first though, I would think your technology experience would give you leverage on the business side rather than the other way around.
- konradb 9y agoI'd be very interested in this too, also at what age you did this.
- Joe8Bit 9y agoJoined age 30/31
- Joe8Bit 9y agoAmong many other things the experience gave me: * Empathy with the folks who's thinking was alien to me previously. I learned through doing their job. I could communicate with them and work in their context in a way that allows me much more leverage and ability to have impact with engineering. * I learned the semantics and pragmatics of running a large organisation which gave me the lexicon and confidence to be taken seriously doing it (therefore more leverage) and taught me lots of small but important tactical lessons (e.g. how to manage difficult shareholders) * How to communicate complex technical subjects to people who either don't/can't/won't understand them. * A HUGE network I went back because I missed it. I wanted to do consulting as a way of getting better at being an engineering leader, not leaving it forever. I was offered a few things at VC/PE firms, or in typical 'business' roles, but none of them really appealed. Not my passion.
- karambahh 9y agoThanks for your insights. I had never thought of the big 3 as possible route post-sale. Sale is not on the radar atm so back to my daily operational duties in my small yet thriving company :-)
- rangitatanz 9y agoThat is very interesting! How'd you manage to come to the conclusion to go somewhere like McKinsey? How'd you get in? How long were you there and what sort of stuff were you learning?
- Joe8Bit 9y agoI knew that the only way I'd learn is by doing it a lot in different contexts. Which led me to strategy consulting. Which led me to McKinsey, due to it being the preeminent player in that space. I applied to a then nascent part of McKinsey (that is now very mature) called Digital McKinsey, as someone who could help clients build and transform engineering and product organisations. To be a CTO/VP Eng for hire, almost. Then I slowly moved more and more into the non-tech topics. I was there for almost exactly four years. Learned all kinds of things, but most importantly how to communicate and structure my thinking in a way that works with people senior people from non-tech backgrounds.
- sjg007 9y agoCan you give some recommendations or some readings on how to communicate and structure your thinking that you found useful? Even a couple blog posts.
- jackgolding 9y agoThe pyramid principle is probably the book you want to read on this.
- rankmarshall 9y agoGreat job! You mention you left McKinsey, but Quantum Black seems to be a McKinsey company. Do you mean you left consulting and moved into an operations role?
- Joe8Bit 9y agoGood catch! QB is a wholly owned subsidiary (and it feels like a VERY different company) so I tend to think of them as separate entities. And yes consulting into operational role.
- dbetteridge 9y agoHa, you worked for one of my work's competitors in the consulting space and now for one of their digital/analytics competitors. Small world.