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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.
Draw from Frameworks. The most helpful type of advice in my mind are frameworks for how to solve a problem. This is generally how I try to organize my own views and how I try to give advice. On market segmentation I often recite my “ Elephants, Deer & Rabbits ” framework. For example: 1. Triangulate.
So operating at a higher level, helping to set the framework for decision making and then sitting down and watching the game be played, is certainly the way to go.” The way we dealt with this issue is that we took each senior exec in the company (including the CFO and the CTO) and assigned them to important accounts.
Co-founder and CEO Matt Ehrlichman and CTO and co-founder Eric Schleicher sat down to talk to us about the new startup, which is split between San Diego and Seattle. Over the last year, we''ve been quietly organizing a tremendous amount of data around the home and home improvement projects. At this time, we have 1.5
MentorMob finds the best free learning content and organizes it into comprehensive MentorMob learning Guides including Kiteboarding, Parenting , Wedding Planning and Entrepreneurship with more continuing to roll out on the regular. It provides a great framework and user experience for a potentially problematic storyline.
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. Accounting?
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). Too much emphasis on organic growth can become a straightjacket that leads only to incremental innovation and limited horizons.
You want somebody who can raise $15 million to build out your R&D, business development and sales organizations. They often are very good at getting information out of people, helping create a framework for making decisions and pushing for support amongst the organization from those that back the decision and those that do not.
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). Too much emphasis on organic growth can become a straightjacket that leads only to incremental innovation and limited horizons.
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). Too much emphasis on organic growth can become a straightjacket that leads only to incremental innovation and limited horizons.
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