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Why I code as a CTO

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Re: Why I code as a CTO

#111

Post by matwood »

IanCal wrote: post #53
raw_anon_1111 wrote: post #32

I have a hard time taking someone with the title of “CTO” seriously if they have no reports and have time to code instead of being concerned with strategy. I’ve had a few “opportunities” to be a “CTO” that were really no more than a glorified, underpaid senior developer with the promise of “equity” that would probably be meaningless

In their defence, I can see "no direct reports" perhaps referring more to the line managerial side than code responsibility. However a few things stood out in this to me. > So pushing new ideas is quite important because they require intentional, sustained effort. Between org structure, roadmap incentives, and limited risk budget, few engineers can take months to pursue ambiguous bets. That's exactly the kind of thin…

> If nobody had the space, why? You're a C-suite exec, saying something is clearly valuable, why can't you get someone to work on it for a few days?

As a leader, especially a CxO, the most important job they have is the allocation of resources. It was clearly NOT valuable if they couldn't apply any developer time towards it.

Re: Why I code as a CTO

#112

Post by xnx »

CobrastanJorji wrote: post #67

Man, if I'm trying to decide which company to work for, and I see a blog post from its CTO crowing about regularly checking in code on Saturdays and Sundays, I'd start backing slowly away. And when I got to the bit that said "AI has made me three times as productive," I'd turn and run. Your job at the top is, more than anything else, pushing down a healthy culture. That includes things like setting an example of not…

The "C" stands for "Cowboy"

Re: Why I code as a CTO

#113

Post by guilhermesfc »

PaulRobinson wrote: post #103

I'm a former startup CTO, and I have... err, views. In very small startups, CTOs need to code. You need as many people who can code checking in as possible, but you are trying to extend runway and so you don't have too many people on the team yet. Critically, at this stage of the company your attention is not needed elsewhere as much as it will be one day: governance is light, the team size is small and everyone in t…

I wish I worked for you!

Re: Why I code as a CTO

#114

Post by ZephyrBlu »

kittikitti wrote: post #72

The amount of commentators that downright oppose and ridicule a CTO coding is why enshittification is so pervasive. If a CTO understands the codebase to the point where they can contribute to it, I presume that's a good thing. I sense so much fear of actual engineering and technology in the comments and it really highlights why startups are failing to innovate and create compelling products.

Because it's not his job. He should elevate someone else into that IC role instead of holding it for himself. The way he describes it, there is no one else in the company who can do the IC work he is doing, which is long-term bad.

Coding IC work takes a lot of focus and context that someone who is operating at the company-level should not really be in sole possession of.

To me, the whole point of these positions is to take the hit on random bullshit, planning, people management, etc and give your ICs space to do the kind of work he is taking on.

That doesn't mean you have no technical context or involvement in the development process, but it does mean you should probably be at least one step removed from it.

Re: Why I code as a CTO

#115

Post by sa-code »

CobrastanJorji wrote: post #67

Man, if I'm trying to decide which company to work for, and I see a blog post from its CTO crowing about regularly checking in code on Saturdays and Sundays, I'd start backing slowly away. And when I got to the bit that said "AI has made me three times as productive," I'd turn and run. Your job at the top is, more than anything else, pushing down a healthy culture. That includes things like setting an example of not…

> I don’t particularly enjoy building orgs and figuring out people stuff. Engineering management involves navigating interpersonal dynamics, performance reviews, and organizational design. These are crucial functions, but they’re not where my strengths lie.

This bit got me. It's a direct quote from the linked post for those who haven't read it

Re: Why I code as a CTO

#116

Post by jaccola »

CobrastanJorji wrote: post #67

Man, if I'm trying to decide which company to work for, and I see a blog post from its CTO crowing about regularly checking in code on Saturdays and Sundays, I'd start backing slowly away. And when I got to the bit that said "AI has made me three times as productive," I'd turn and run. Your job at the top is, more than anything else, pushing down a healthy culture. That includes things like setting an example of not…

Regarding culture:

Complete nonsense. The free market will tell him if he can do this or not. If he can get valid candidates pushing this culture and it’s legal, why shouldn’t he? You, anyone interviewing there or anyone working at their company presumably doesn’t have to work there. Most countries don’t have slavery for tech jobs!

No doubt he will lose many candidates with this culture (you and I included) but maybe that’s a strategy? Maybe he still gets plenty of candidates that are good and the culture he wants.

Re: Why I code as a CTO

#117

Post by mdrachuk »

CobrastanJorji wrote: post #67

Man, if I'm trying to decide which company to work for, and I see a blog post from its CTO crowing about regularly checking in code on Saturdays and Sundays, I'd start backing slowly away. And when I got to the bit that said "AI has made me three times as productive," I'd turn and run. Your job at the top is, more than anything else, pushing down a healthy culture. That includes things like setting an example of not…

> Your job at the top is, more than anything else, pushing down a healthy culture. The CTOs role leading the tech folk to support business goals, which culture a part of. The healthy part is a subjective thing.

Re: Why I code as a CTO

#118

Post by motorest »

brabel wrote: post #104
raw_anon_1111 wrote: post #32

I have a hard time taking someone with the title of “CTO” seriously if they have no reports and have time to code instead of being concerned with strategy. I’ve had a few “opportunities” to be a “CTO” that were really no more than a glorified, underpaid senior developer with the promise of “equity” that would probably be meaningless

How do you concern about strategy all day? Just sit down and think about it?

> How do you concern about strategy all day? Just sit down and think about it?

I'm not OP, but whenever your product is implemented by more than one team you will also have the need to coordinate and set strategic goals as well as accompany and steer each team towards where it's infrastructure/tech stack/systems architecture need to be.

If you do not offer guidance and determine technical directions, each engineer working in each team will happily fill the void and do their best to scratch their itch at the expense of the whole company becoming an unmaintainable big ball of mud.

Let's put things differently: what do you expect will be the output of a company if no one is responsible for things like directing the company's R&D effort, coordinate and specify the company's tech roadmap, even oversee product development.

Re: Why I code as a CTO

#119

Post by ChrisMarshallNY »

mytailorisrich wrote: post #106
OccamsMirror wrote: post #83

Earlier quoted context omitted.

Cowboy development might fly in an early stage startup. But are you even really a CTO or are you just an overpaid mid-level developer?

I think the answer is in the blog: " I currently manage no direct reports and ship a lot of code. "

That’s not a role that I’d normally associate with “Chief” anything (which, by definition, means direct reports). More like Principal Engineer, or Architect.

In smaller companies, this is probably fairly normal, but you can’t maintain this, as the company grows.

I had a similar path, in my career. I originally started as a regular engineer, in a two-person team, and eventually ended up managing a small team of up to ten engineers.

Towards the end, I couldn’t write any code (for the company), at all. I still needed to code, but did so, for volunteer/open-source stuff. I think it made me a better technical leader (I had an employment contract without a clause that interfered with outside coding).

I remember wanting to take an iOS training course, but the company wouldn’t support it, so I took vacation, and went on my own dime. I never regretted it, but it was discouraging.

Re: Why I code as a CTO

#120

Post by lqstuart »

sa-code wrote: post #115
CobrastanJorji wrote: post #67

Man, if I'm trying to decide which company to work for, and I see a blog post from its CTO crowing about regularly checking in code on Saturdays and Sundays, I'd start backing slowly away. And when I got to the bit that said "AI has made me three times as productive," I'd turn and run. Your job at the top is, more than anything else, pushing down a healthy culture. That includes things like setting an example of not…

> I don’t particularly enjoy building orgs and figuring out people stuff. Engineering management involves navigating interpersonal dynamics, performance reviews, and organizational design. These are crucial functions, but they’re not where my strengths lie. This bit got me. It's a direct quote from the linked post for those who haven't read it

Hahaha I would have led with this honestly.

I’m the chief legal officer but at the end of the day I’m just like bruh, chill, who gives a shit

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