5 ms·

One issue is that once you've made someone a CTO, it's hard to hire above them without them leaving. To be honest, as someone who's been a CTO a few times, you

One issue is that once you've made someone a CTO, it's hard to hire above them without them leaving. To be honest, as someone who's been a CTO a few times, you probably don't want anyone with the title CTO until quite late in the game, if at all. This allows much more flexibility with where people can be hired and the responsibilities they can be given.

k__ 7y ago
This. I knew a few companies, where founders were fighting over C-level roles. If a company under 10 people has a CTO it is a bad sign. If a company over 20 people doesn't have a CTO it is also a bad sign. I also know a bunch of companies, where the CEO doesn't tolerate other C-levels, for ego reasons.
- oarabbus_ 7y ago
  >If a company over 20 people doesn't have a CTO it is also a bad sign. I worked for a series A startup client with ~50-60 employees (30 or so were engineers) and they had a VP Eng but no CTO. SaaS/mobile app company.
  - k__ 7y ago
    What's the difference?
    - oarabbus_ 7y ago
      I'm a bit confused; I'm asking you the question. You made a claim it's a bad sign that a >20person company has no CTO. I've seen this occur in practice, and I'm asking you why that's a bad sign.
      - banannaise 7y ago
        I'll take a stab: it means that either (a) the CEO has ego problems and refuses to allow other C-suite titles, or (b) the CEO has failed to hire the appropriate talent for a true CTO role (often because they're trying to do too much themselves).
andreascreten 7y ago
I totally agree! And if you really need someone on a CTO aka management/board level, you can hire an experienced person part-time.
bartread 7y ago
This is where roles like VP of Engineering can be helpful[1]. However, I have to admit, I can't immediately list a ton of technical founders I've met who'd be happy to be called VP of Engineering rather than CTO. And just because they have a job title that you can theoretically hire above doesn't mean they're going to like it. And if they don't like it they'll probably quit (might be a good thing) - I know I would. There are other options though: 1. Put in place a development plan for your founding CTO, and other C-levels, so they can actually grow with their roles. Again, this isn't something that will work in all cases, but it can certainly help. My CEO has been through something similar, from a tiny 2 person startup, to now successfully running a 200+ person company. 2. Transition them into a new role. Tricky, and not going to work for a lot of people, but possibly an avenue worth considering. [1] Not only can you bring in a CTO above this, but also SVP and EVP roles.
- Ididntdothis 7y ago
  In the companies I have seen I never understood the difference between CTO and VP Engineering. Some had only one of them, some both. I understand that somehow the CTO sets the technological vision and the VP executes but I have never seen this really work. Especially in tech companies where a lot of people spend their whole time on developing the vision. In a small company CTO seems more like a cool title than actually a real role.
  - barrkel 7y ago
    VP Engineering isn't a technical role, it's purely management, though usually someone with an engineering background so they can talk to engineers. VP Eng configures engineering's organizational structure, sets processes, and manages engineering managers. VP Eng doesn't make architectural or technology decisions. VP Eng is a good hire for many startups that start out with a CTO who isn't a specialist in management (which will be most founding CTOs).
    - Ididntdothis 7y ago
      What does the CTO do? Who makes architectural or technology decisions?
em-bee 7y ago
if the CTO is inexperienced, you can hire a mentor for the CTO. nominally the CTO still makes the decisions, but can fall back on the mentor for advice. a good leader also listens to his team and doesn't make decisions against the teams judgement. so it's not always necessary to replace an inexperienced CTO. you can also give the CTO the opportunity to get the experience they need in order to continue.

k__ 7y ago

This. I knew a few companies, where founders were fighting over C-level roles. If a company under 10 people has a CTO it is a bad sign. If a company over 20 people doesn't have a CTO it is also a bad sign. I also know a bunch of companies, where the CEO doesn't tolerate other C-levels, for ego reasons.

oarabbus_ 7y ago
>If a company over 20 people doesn't have a CTO it is also a bad sign. I worked for a series A startup client with ~50-60 employees (30 or so were engineers) and they had a VP Eng but no CTO. SaaS/mobile app company.
- k__ 7y ago
  What's the difference?
  - oarabbus_ 7y ago
    I'm a bit confused; I'm asking you the question. You made a claim it's a bad sign that a >20person company has no CTO. I've seen this occur in practice, and I'm asking you why that's a bad sign.
    - banannaise 7y ago
      I'll take a stab: it means that either (a) the CEO has ego problems and refuses to allow other C-suite titles, or (b) the CEO has failed to hire the appropriate talent for a true CTO role (often because they're trying to do too much themselves).

andreascreten 7y ago

I totally agree! And if you really need someone on a CTO aka management/board level, you can hire an experienced person part-time.

bartread 7y ago

This is where roles like VP of Engineering can be helpful[1]. However, I have to admit, I can't immediately list a ton of technical founders I've met who'd be happy to be called VP of Engineering rather than CTO. And just because they have a job title that you can theoretically hire above doesn't mean they're going to like it. And if they don't like it they'll probably quit (might be a good thing) - I know I would. There are other options though: 1. Put in place a development plan for your founding CTO, and other C-levels, so they can actually grow with their roles. Again, this isn't something that will work in all cases, but it can certainly help. My CEO has been through something similar, from a tiny 2 person startup, to now successfully running a 200+ person company. 2. Transition them into a new role. Tricky, and not going to work for a lot of people, but possibly an avenue worth considering. [1] Not only can you bring in a CTO above this, but also SVP and EVP roles.

Ididntdothis 7y ago
In the companies I have seen I never understood the difference between CTO and VP Engineering. Some had only one of them, some both. I understand that somehow the CTO sets the technological vision and the VP executes but I have never seen this really work. Especially in tech companies where a lot of people spend their whole time on developing the vision. In a small company CTO seems more like a cool title than actually a real role.
- barrkel 7y ago
  VP Engineering isn't a technical role, it's purely management, though usually someone with an engineering background so they can talk to engineers. VP Eng configures engineering's organizational structure, sets processes, and manages engineering managers. VP Eng doesn't make architectural or technology decisions. VP Eng is a good hire for many startups that start out with a CTO who isn't a specialist in management (which will be most founding CTOs).
  - Ididntdothis 7y ago
    What does the CTO do? Who makes architectural or technology decisions?

em-bee 7y ago

if the CTO is inexperienced, you can hire a mentor for the CTO. nominally the CTO still makes the decisions, but can fall back on the mentor for advice. a good leader also listens to his team and doesn't make decisions against the teams judgement. so it's not always necessary to replace an inexperienced CTO. you can also give the CTO the opportunity to get the experience they need in order to continue.