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I've posted quite a few things on the topics associated with being a Startup CTO. Here are some resources that come from other sources: Want to Know the Difference Between a CTO and a VP Engineering? Lessons Learned: What does a startup CTO actually do? Lessons Learned: What does a startup CTO actually do?
I’ve been having discussions with several people recently about the role of the CTO (ChiefTechnologyOfficer) in very early stage companies. In December 2007, I described how I commonly take on an Acting CTO Role in a Start-up. That’s why Roger Smith puts the focus of the CTO on programming for the earliest stage.
It was like having a bunch of mini- Free Startup CTOConsulting Sessions all in one room. This is exactly the kind of thing I'm doing as a Part-Time CTO or Technical Advisor for startups. There are two kinds of advisors that are commonly needed. Strategic Technical Advisor. Tactical Technical Advisor.
I've posted quite a few things on the topics associated with being a Startup CTO. Here are some resources that come from other sources: Want to Know the Difference Between a CTO and a VP Engineering? Lessons Learned: What does a startup CTO actually do? Lessons Learned: What does a startup CTO actually do?
Why do this without the right technical advisor? Just like attorneys, technical advisors can help navigate waters that many find murky. Actually, many startups need two kinds of technical advisors. CTO Founder – Do they really still need a technical advisor? Would you create contracts without an attorney?
I've had several Startup CTOConsulting sessions recently where it became apparent that the Founder needed help with the business and product as much or more than the technology. Then we discussed how they could go about finding this startup business advisor. Do you have any suggestions for how to find a good mentor?
Ways to Make Your MVP More Minimum We spent quite a bit of time talking about a complexity scale and the kinds of resources you can viably use at different levels of complexity. If you do not break it down into small pieces, its hard to make progress with part-time resources, freelancers, etc.
I’ve worked with 30+ early-stage companies in all sorts of capacities (and spoken to many, many more), so I thought it might be worthwhile trying to classify the various ways that I’ve engaged in different technology roles in startups. Later he posted about his experience in Challenges of Startups.
they need a developer more than they need a CTO. What happens when you have a really good developer is that a gap exists where you may not ask the right questions to specify the right system, consider appropriate 3rd party technologies, etc. Many are not interested in 3rd party technologies that can streamline development.
This is a novel user interaction that embeds casual entertainment directly into the operating system experience, based on some fairly interesting underlying technology. In addition, I do a few consulting projects on the side, in the areas of product strategy, search engine optimization, and intellectual property. Details coming soon!)
We help founders through difficult moments, we help coach, we act as sparring partners, we help them resolve conflicts when they’re fighting with co-founders and we help them deal with adversity as well as successes. That’s why I often say The role of VC is “chief psychologist.”
I asked some of the same questions I ask in my Free Startup CTOConsulting Sessions and then I get to a very common conversation: Me : Do you have specs? This should be an iterative process with advisors and customers providing feedback on the product. Go find a new technical resource. Founder : Ummm. what do you mean?
This strategy is called “organic growth,” yet it alone may yield only a fraction of the potential you could achieve, unless you add the additional strategies of partnerships and M&A (mergers and acquisitions). M&A is “buying” resources for growth. Overreliance on acquisitions drains resources and de-motivates internal teams.
This strategy is called “organic growth,” yet it alone may yield only a fraction of the potential you could achieve, unless you add the additional strategies of partnerships and M&A (mergers and acquisitions). M&A is “buying” resources for growth. Overreliance on acquisitions drains resources and de-motivates internal teams.
This strategy is called “organic growth,” yet it alone may yield only a fraction of the potential you could achieve, unless you add the additional strategies of partnerships and M&A (mergers and acquisitions). M&A is “buying” resources for growth. Overreliance on acquisitions drains resources and de-motivates internal teams.
After the acquisition, MyMiniLife became the common technology platform at Zynga and powers 150M monthly users including games like Cityville, Farmville, and Frontierville. He is a founder of Strengths Doctors, a consulting firm which helps leaders design energizing work environments. Emily Scherberth – Founder of Symphony PR.
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