This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
I’ve been having discussions with several people recently about the role of the CTO (Chief Technology Officer) in very early stage companies. In December 2007, I described how I commonly take on an Acting CTO Role in a Start-up. I used an image from Roger Smith that describes the varying roles of a CTO as the company matures.
The third piece of our business, is we''ve developed the infrastructure, technology, and methodology to discover content, and put it into our own, salesforce like system, which allows our researchers to pick out videos, track down the content creators, and do all of the contracting through the system.
As a long-time business advisor and angel investor, I’m a believer that “two heads are better than one” in building a new business. The reason is that good attributes apply equally well to “external” partners, as they do to internal partners, like a co-founder or CTO. This is probably the best place to apply your “gut” feeling.
But the thing I am most proud of about Rob is that he has taken a company with a uniquely talented founder & CTO – Nick Halstead – and managed to build a very tight working relationship with Nick where we drive world-class product development without having the usual founder / CEO conflicts. Rob is driven to learn.
As a long-time business advisor and angel investor, I’m a believer that “two heads are better than one” in building a new business. The reason is that good attributes apply equally well to “external” partners, as they do to internal partners, like a co-founder or CTO. This is probably the best place to apply your “gut” feeling.
As a long-time business advisor and angel investor, I’m a believer that “two heads are better than one” in building a new business. The reason is that good attributes apply equally well to “external” partners, as they do to internal partners, like a co-founder or CTO. This is probably the best place to apply your “gut” feeling.
I seem to encounter a lot of people who want to attach a CTO label to me as I'm the only programmer on the founding team of three. While I do fill that role at the moment, I'm a little hesitant to refer to myself as a CTO as we still haven't launched a product, acquired a single user, or turned or a penny in profit.
August was a slow month in terms of traffic and I was away for a lot of the month, but there were some really great posts at the intersection of startups, technology, product and being a Startup CTO. Often board members give entrepreneurs two bits of advice regarding scale: Get a mentor. There is no competition.
I like their recommended framework for emerging firms, as well as large multinationals, to help build an optimal growth strategy for your company: Evaluate internal development versus external sourcing. Building through internal development, or organic growth, makes the most sense when you have a core set of skilled internal resources.
They outline the following framework for emerging firms, as well as large multinationals, to help build an optimal growth strategy for your company: Evaluate internal development versus external sourcing. Building through internal development, or organic growth, makes the most sense when you have a core set of skilled internal resources.
I like their recommended framework for emerging firms, as well as large multinationals, to help build an optimal growth strategy for your company: Evaluate internal development versus external sourcing. Building through internal development, or organic growth, makes the most sense when you have a core set of skilled internal resources.
We organize all of the trending information in your field so you don't have to. Join 5,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content