I’m a CTO, over the past few years I’ve mostly been an interim CTO working in a mixture of part time and full time roles 3–6 months in length.

Often hiring managers don’t know exactly what to expect from a CTO or what a CTO actually does. This is totally understandable. They’re not technologists, their focus is usually on commercial matters.

I’ve decided to document here what I consider to be the key aspects of a CTO role to give non-tech folk a deeper understanding whist hopefully answering a common questions I hear.

My main considerations on starting a new role:

  1. Who does the CTO report to? Does their voice get a sufficient hearing at board level?
  2. Does the CTO ‘own’ the product?
  3. Is the team outsourced? and can I move it in-house?
  4. What level is the team at?
  5. Do I have the right people in place?
  6. Is it a greenfield or legacy codebase?
  7. Is the codebase well architected?
  8. What is the level of the technical debt?
  9. What processes, methodologies and practices are the team using?
  10. What’s the hosting situation?
  11. Is the app/infrastructure/codebase secure enough?
  12. Who is supporting the software 24 x 7?
  13. Is the language / framework right for the application?

Looking at this in more detail and ongoing:

Creating and managing your team

  • Hiring & org structure, what the ideal team structure?
  • When to hire Senior/Mid/Junior developers
  • Do I need a test team? /Hiring a test team.
  • Creating and maintaining a relationship with the developer community
  • Should my team by made up of contract, permanent or mixed?
  • What’s our policy on Remote working?
  • Outsourcing & Offshoring staff, how to make this work if needed
  • Creating and ensuring a good staff culture
  • Empowering the team
  • What working hours should we have?
  • Staff appraisals & ongoing monitoring
  • If B2B, How to we support a sales process (pre/post)

The business

  • Creating a technology strategy for the business
  • Working with other teams: sales, marketing, finance, managing upwards etc
  • Budgeting accounting & fundraising responsibilities (What involvement should a CTO have in a fundraising exercise?)
  • Working with the board
  • Management reporting

Methodologies and practices

  • Assessing the current level of Agile implementation
  • Implementing Scrum & XP e.g.
  • Running Sprints / stand-ups / meetings / roles / training
  • TDD/BDD — time consuming but productive (avoids technical debt)
  • Pair Programming
  • Outside In (design first)
  • Buy don’t build
  • Refactoring practices
  • Code reviews

Product and Technology

Depending on the structure of the company, the product management and ownership may fall under the CTO’s purview.

  • Product VS development team
  • Does the product management / ownership sit under tech?
  • How to work with a separate product team
  • Scrum master VS product manager
  • Creating/understanding users, Journeys and Wireframes (Oh My)
  • Writing stories / features
  • Working closely with the customer to iterate on the wireframes, stories and code releases
  • Product design and user experience (UX)
  • Creating and maintaining a product roadmap
  • Creating a maintaining reports and business analytics
  • Finding and implementing product management tools, software and web apps
  • Technology implementation plan / roadmap
  • Database and data structures, sourcing, input, strategy

What stack (language and framework)?

  • Choosing a tech stack
  • Moving stack
  • Frameworks
  • Which modules, api’s third parties should we use?
  • Software architecture
  • Keeping third party software up to date

Hosting, Devops & Operations

  • Where to host?
  • Hosting internally VS Cloud hosting
  • Security / security testing
  • Continuous Integration / Deployment and source control
  • Platform and application support (24 x 7?)
  • Staff resourcing and training

Securing the application(s)

  • secure design patterns in development
  • auditing legacy codebases

Finally, I’m often asked to code as a CTO. Given all the responsibilities about, I don’t think it’s a good idea unless you’re part of a very small team that is unlikely to grow. In this case, I’d argue that you’re not actually a CTO. At the start, code reviews and sometimes pairing can be useful to give you a good feel for the codebase.

Interim CTO, advisor and mentor (recovering startup founder)

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