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Ask HN: What does it take to be a CTO?

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11–18 of 18 posts

Re: Ask HN: What does it take to be a CTO?

#11
If you intend to keep it simple & small, none of the following advice really matters. Two people can work together on anything. This is about what happens when you need to hire that 2nd, 3rd and 4th developer, sales team, etc. because you are starting to feel the burnout monster lurking in the shadows.

I'd say your job is to serve the board (CEO) + developers as a sort of communications bridge and secondary captain. You should try to steer the technology away from things that would add complexity/liability to the organization. You should always be asking: "How does this add value to the customer's experience?" followed immediately by "Don't we already have XYZ at home?".

Certainly, let your developers play with shiny things from time-to-time, but carefully pick & choose the technologies that you promote to "we use this in prod for paying customers". Consider that this may have implications for the technologies you select today. Everything in technology has inertia, even if it's just files in the computer. That fancy purely-functional web framework you really enjoy today might not be so compatible with the broader job market tomorrow.

> I am trying to figure out if I'm capable enough to be a CTO.

I think many CTOs are still trying to figure this out today. For me, the struggle never ends and I think that is sort of the hallmark of good leadership. If you become content & comfy in your seat of power, you are almost always headed down the path of cartoon villain boss and/or bankruptcy.

Humility is probably the most important thing. The ability to put your ego into a box, lock it, and throw away the key for 5+ days a week is critical. If you cannot do this, you need to consider if CTO is a good path for you. Especially if you intend to scale beyond just the CTO being the only developer in your organization. Growing other people is the hardest thing. They have egos too. You can get value out of almost anyone when they feel empowered.

You may find value in adopting an "extreme ownership" mindset, but others on HN have different opinions of this sort of thing. I've gone down this path and I enjoy it because the fire of "everything is my responsibility no matter what" has encouraged me to push my team away from things that would cause me to lose sleep at night. My fears happen to be highly-coincidental with our customers' fears, so this tends to work out well in practice. YMMV here and I am not responsible for any side effects that may result from reading certain "self-help" books...

Re: Ask HN: What does it take to be a CTO?

#12

The cool things about startups is you have room to learn as you grow. You just have to remember to be intentional about learning as you grow. I co-founded a company a few years back as the CTO with qualifications closer to you than some Big Tech rockstar. I read a lot of books (audiobooks) and learned as I went. The best thing about being at ground zero is that’s it’s likely just you, your co-founders, and maybe some…

I think "The Lean Startup" is kind of outdated novadays. I'm not sure the author himself still adheres to it.

It depends on the business context you're going into. I’d you’re going into a completely novel space, it’s still an extremely valuable approach. If you’re competing in an existing market, with a twist, it’s far less necessary.

I still like to recommend it because it fights the tendency for technical people to over build and get lost in the weeds. You see it all of the time on HN. A Show HN that lands flat because the author didn’t figure out if people actually want the product.

I think the Marty Cagan books are a good pairing. They’re a step up from lean, but still follow the principle of ensure you’re building what your customer wants.

Re: Ask HN: What does it take to be a CTO?

#13
(As usual) there is no and could not possibly be a single or even limited number of answers on such a hi level and complex questions.

To be a cto of amazon - my guess it takes firstly a world class skill in playing political games and manuevering stakeholders expectations.

To be a cto of some startup - it may take just a luck to be in the right place in the right time.

I doubt there are many cases where it correlates with your knowledge per se.

it’s an IC mentality, while CTO in most cases is a management position.

Re: Ask HN: What does it take to be a CTO?

#14
Lately I was introduced to Gene Kim's Phoenix Project, Unicorn Project, and DevOps Handbook. They changed the way I've looked at a my role as a leader of technical people in the organization as well as challenging some pre-concieved notions about techs role in business. You should check them out

Re: Ask HN: What does it take to be a CTO?

#15
What it takes to be CTO is different at different stages:

Pre-product market fit: - Hands on building of prototypes/product to test PMF (doer) - Manage a small team (probably all know each other) coordination (think scrum master)

Product Market fit: - Prioritize quality over speed. (editor) - Recruit, ramp and retain random engineers.

Scale + Maintain: - Frameworks to help teams of teams delivering stuff (editor in chief) - Fight rebuilding/refactoring working software - Recruit, ramp and retain software leaders - Conflicts/politic resolutions

Re: Ask HN: What does it take to be a CTO?

#16
A CTO should be the bridge between technology and the business. They should understand both business and technology. You'll learn things as you grow. But the CTO mindset is important. Your job is NOT JUST to be a developer, an engineer, or an architect. The decisions you take can have a huge impact on your business, and the bottom line. Your experience at FAANG definitely helps. But think beyond that engineering experience. You're building a business. Can you foresee where your company is heading? Can you recruit, train, and grow a team of engineering leaders who will also steer the company in the same direction?

From day one, keep these in mind

1. Anyone can build anything, given they have the time and money, and resources. But only a few people can understand what their customers really want, and build that.

2. You are not an engineer. You are an entrepreneur.

3. You are not here for a solo game. Can you be a great leader?

4. You should understand how your decisions affect the company's finances.

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