Αγαπητέ SaaStr: Τι κάνει έναν κακό ΚΟΤ;

Αγαπητέ SaaStr: Τι κάνει έναν κακό ΚΟΤ;

Αν και δεν υπάρχει νομικός ορισμός για το CTO 🙂 ή φωτεινή γραμμή μεταξύ CTO και VPE, θα πρότεινα ότι ένας νέος CTO πρέπει πραγματικά να κάνει μόνο μερικά πράγματα - τα οποία είναι πολύ δύσκολα:

• Συγκεντρώστε μια μικρή ομάδα (3–9) πολύ καλών μηχανικών
• Αυτά είναι εξαιρετικά ευκίνητα
• That can ship a lot of very functional, very clever code that supports early, very rapid growth (from a very small base); and
• That can react and positively respond to a whole ton of issues, from downtime, to security, to API issues, and so much more.  That often were never anticipated and aren’t part of the job spec.

So … a “bad” CTO is one that can’t recruit a strong “pizza box” team. A bad CTO is an OK engineer him or herself but can’t get 3 other great engineers to join him/her.

A “bad” CTO isn’t agile enough, and can’t push out quick releases and features to save big deals, fix terrible bugs, etc. A “bad” CTO sometimes wants to do this, but just isn’t good enough. Or a “bad” CTO is a bit too unmotivated / whatever to do what it takes to keep up.

A “bad” CTO doesn’t care about growing very, very quickly. So much changes once you have your first few customers. It’s exciting — but also tiring and very stressful. A great CTO embraces this change, participates actively in it, and drives it. A bad CTO resists the change that come with scaling the early customer base.

A “bad” CTO doesn’t think it’s their problem when things have to change, a lot.  When the customer base changes. When the product ends up having to go in a very different direction than everyone thought at first.

This skillset is critical but then later … but a lot of it does not scale. The skills it takes to build a clever hack with a small team, and iterate that hack very rapidly to respond to customer and market needs … are not the same skills it takes to scale from 10–100 engineers. To refactor the codebase. To ship truly enterprise-grade software. To walk into a room full of CIOs and instill confidence.

Μερικές φορές, οι CTO μπορούν να εξελιχθούν σε πραγματικούς αντιπροσώπους της Μηχανικής. Αλλά συνήθως, δεν θέλουν. Θέλουν η εταιρεία να φέρει έναν αληθινό μάνατζερ για να κλιμακώσει την ομάδα πέρα ​​από 1-2 κουτιά πίτσας. Ενώ ο CTO μπορεί να επικεντρωθεί στο να κάνει πράγματα εξαιρετικά ευέλικτα, επόμενης γενιάς.

In SaaS, plan to recruit a true VP of Engineering around $5m-$8m in ARR. You’ll need her by then.  They can take over the routine stuff.  Once you transition into a phase where more of it is … routine.

(note: an update of a classic SaaStr answer)

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And for an example of a great startup CTO, here is one:

Source: https://www.saastr.com/makes-bad-cto/