I definitely read the same thing as spolsky, based on your language that you're not nailing the managing up and out parts of the VPE role, which is why the CEO

I definitely read the same thing as spolsky, based on your language that you're not nailing the managing up and out parts of the VPE role, which is why the CEO is looking for someone else. I know a lot of people project negative intentions onto the CEO in this situation, but it's his job to make a call about what's needed here and it seems like his call is that you aren't up to snuff. At the VPE level, it's not enough to be technically right, you need to be able to turn the engineering group into a cog that runs with the other cogs that the CEO is putting in place. When I was in this position our board introduced me to some potential mentors with more VPE experience. They all had one identical piece of advice: measure everything and then use that to control the dialogue about engineering with the board and the other managers. That advice seemed overly political to me (especially the bit about controlling the dialogue). I've come to two realizations about it. One, a lot of the people who judge you have extremely strong personalities and if you aren't presenting an equally strong opinion, then you won't be able to have a conversation as equals. Facts are what give you backbone. Two, when you put down an engineering process, half the value is in making your team more efficient, and the other half is in presenting a predictable interface to the rest of the company so that they can get their jobs done. That outward part of your responsibility was the key realization as these people took on more responsibility. I don't think all is lost for you. Some people would probably project onto the CEO that he has a personal dislike for you, but all you can really infer is that he wants a different type of leader in the VPE position. You would show that type of leadership if you went to him, explained the problems/risks of finding an experienced VPE, and then laid out your plan for becoming that person including asking for a mentor and a proposal for an engineering process that gave him more insight into the company. Now you might not want this role or might not have the opportunity. In that case, life is too short. Go start your own company. I think the situation if fascinating and wish you'd left some way to contact you. You should definitely put together a strategy for any of the roles, VPE, CTO, or former-employee, and get some good advice.