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Q: What makes a bad CTO? While there is no legal definition for CTO ?? or bright line between CTO and VPE, I’d suggest a start-up CTO really only has to do a few things — which are very hard: Assemble a small team (3–9) of very good engineers. So … a “bad” CTO is one that can’t recruit a strong “pizza box” team.
IME, rough order to make hires in: VPM: $0.2m He asked which to hire first. If you have a few nickels in the bank, and you somehow find a great VP a half stage or even full stage early, just hire her. Hiring is so hard as it is. Make the hire now. ARR VPS: $1-$1.5m More here: [link].
Perhaps the single most important thing you can ever do in SaaS, at least after $1m in ARR or so, is hire the best VPs you can. We’ve talked a lot over the years about how not to hire a wrong VP of Sales — 70%+ of the first VPs of Sales don’t make it even 10 months. You need to hire up-and-comers. Get on jets?
I felt part of your core job as CEO was to assemble a management team, not complain about how you couldn’t get it all done. Or couldn’t stand your CTO. I still believe a CEO should “do it all” in terms of building a decent management team first before hiring a COO. Hiring a strong COO between Management Team 1.0
The Best Speakers In The World With hundreds of sessions from proven SaaS leaders who have scaled companies to significant revenue milestones, SaaStr Annual offers practical, actionable insights you won’t find elsewhere. Meet and Find Your Next VP / CXO!
Dan Robinson, current Advisor and former CTO at Heap , shares five essential learnings from nearly a decade of building a SaaS business. What Your Job Is (And What It Isn’t) Your Job is to Make the Company Win A CTO may imagine their primary job is to provide technical expertise, lead engineers, and help build the product.
He made many great leadership points, but one in particular rattles around my head a lot and I think deserves its own post: You usually won’t know if you’ve made a 10x hire … when you make the hire. A good / great employee can become 10x in a new environment was part of Auren’s point. Hire the very, very people you can.
Lately I’ve been working with 5+ SaaS companies all hiring their first VP of Product. And critically, most have a really strong CEO-CTO partnership. A few general learnings: A VP of Product that Reports to CTO / Engineering Rarely Meets With That Many Customers. I just see this time and time again.
And that means your initial leadership team often takes you faster, and further, than you might ever think. The first type is the kind of management team hired by second+ time founders. And if you are, you are going to naturally start off hiring up-and-comers to your first leadership team. And that’s great.
You’ll need to hire aggressively to get to the next level and continue that rapid growth. But what roles should you hire for, and what will your org chart look like at each stage? You can find the full slide deck from David’s presentation on Slideshare. Positions Needed: FP&A Analyst, Accountant, HR, Ops, Recruiter.
Co-founder and CEO of Plato, Quong Hoang, the #1 mentoring platform for engineering leaders , helped moderate a discussion between CTO of Change.org, Elaine Zhou, and Head of Engineering at Notion, Michael Manapat, on this subject. On a purely human level, most employees like to settle down if they find a place that feels like home.
That question has been on Will Larson ‘s mind for a long time. For those who don’t know him, Will has over 10 years of experience in the likes of Yahoo, Digg, Uber, and Stripe, and he’s currently the CTO of Calm , the mindfulness app that helps millions of people to lower their stress levels and sleep better. How do we fix it?”
Or at least where the co-founder CTO is a true equal partner to the CEO. You need to recruit a great engineering team. You’ve got to recruit a much bigger, and more expensive, engineering team in many cases. Unless again, you have a true CTO as well, that is also leading the company. But — Jobs had Woz.
Brendon introduces his playbook to hiring the first VP of Sales from his experiences as VP of Sales at LinkedIn, EchoSign, Talkdesk and more. Learn the dos and don’ts to make the correct hire the first time and not rush into hiring the wrong VP of Sales, which can cost the company months or even years. Roughly 90%.
We hear them explain that their current software development is expensive, deliveries are rarely on time, and random bugs appear. The explanation from software leadership is often unsatisfying or unclear. Findings Sessions : A review meeting to decode findings, gauge their business implications, and chalk out a roadmap for the future.
I’ve been reminded of this question in several meetings lately where founders are doing pretty well, getting to and past Initial Traction, but with hindsight it’s interesting that the founder that took the CEO gig perhaps was better suited to a different role, say CTO or SVP of Sales or President or COO or SVP Product.
I thought it would be worth drilling down deeper into each of them, and sharing the learnings and mistakes: 1/ Spending less time fixing things, more timerecruiting senior folks to own them. No one spends enough timerecruiting as it is, after $1m ARR or so. These are all full-time jobs by $1m ARR.
And if your team knows how to spend it, correctly — find a way to get them the capital they need to grow even faster than plan. And importantly, you need to spend more time with your existing customers (vs. But even if you’ve hired the world’s best VP of Sales … you can’t opt out of sales entirely.
But what they don’t have is a good enough founding team: Sometimes, if the prospective founder isn’t super technical, then the CTO/VPE isn’t really great. They’ve got a rent-a-CTO. Or sometimes they are great, but the team members are just not great enough for their new C-level roles (CEO, CTO, CMO, CSO, CBO, C?O).
Hiring a reliable team is an all-encompassing issue where startups dive in head-first but fail to optimize it for success. . Hiring an expert produces 1000x better results than someone with interests elsewhere. . “A Hiring in a streamlined manner with a rigorous selection process initially builds momentum for long-term goals.
But everyone hears from you all the time. Your investors and others will learn a lot more hearing about sales from your VP of Sales, your CTO co-founder … and not you. But that aside, usually one investor will be the one that helps you most recruit the team, recruit more capital, promote the company, be its biggest champion.
Almost all of them had an amazing CTO or CPO, and hired a simply epic VP or two. Good but not great CEOs just can’t find a way to iterate fast enough. But what made them great: Ability to attract amazing co-founders and execs. Not just great, but epic. Ability to iterate pretty darn quickly. Not overnight. But eventually.
That means we’ll be hiring 350 people over the next 18 months across our offices in San Francisco, Dublin, London, Chicago and Sydney. We are committed to finding the best people and talent, no matter who they are, and fostering an authentic and diverse environment where we all can do our best work.
“Juggling People, Processes, and Priorities: Leadership Lessons from Intuit, SurveyMonkey & Stitch Fix” with Heavy Bit GM Dana Oshiro Intuit CTO Marianna Tessel, SurveyMonkey CTO Robin Ducot and Stitchfix CTO Cathy Polinsky. ” When to Hire and When to Automate” with Zapier CEO Wade Foster.
He had to quickly determine which team members displayed a potential for leadership and teach them the fundamentals of management so they could make new hires and scale – without ruining the culture. Short on time? Here are five quick takeaways: Management and leadership aren’t one and the same.
Wait and find a co-founder just as committed as you are. If you’re a “business” founder, know it’s really, really hard to win without a truly great CTO. At least, not to get enough paying customers from Code Zero. Almost always. Someone else great already has the same idea. Like, always.
And the few that don’t generally had a founder that decided to bring someone else in themselves (often a CTO type): This doesn’t mean it is easy. I thought several times about bringing in a CEO to replace me at Adobe Sign / EchoSign. I know I get behind on recruiting. It never really gets easier. But I don’t now.
Which role should you hire for first? For starters, your first hire should be someone who can complement your skills, someone who is strong in areas where you’re weak, but it goes much deeper than that. Obviously, I can’t imagine a chief executive not having loss of sleep over building a management team. Mallun : Sure.
In my first start-up as a founder, I had a great CTO and VPE and a pretty darn good VP Ops from the very beginning. Second, hire the best management team you can as early as you can. But don’t wait a moment after that to hire the best senior help you can. If you haven’t experienced this yet, you don’t know.
They hire a VP of Sales who doesn’t want to sell or learn the product. You also don’t want to hire a VP of Sales who won’t carry a bag. If you joined a startup at $2M and wanted to get to $6M with reps doing $400k, that VP of Sales would need to hire ten reps. 90% of the time, sales falls when a founder steps out of it.
The role of a Fractional ChiefTechnologyOfficer (CTO) is to provide technical expertise and leadership to a company on a part-time or temporary basis. Technology staff management: A fractional CTO is responsible for managing the technology team, including hiring, training, and motivating employees.
Though our second day of the event is focused on mythical creatures of all kinds, you’ll find that there are unicorns hiding in our agenda every day this year. Well, we did the heavy lifting and highlighted a few here for you… Jean-Michel Lemieux, Shopify CTO. Here is a glimpse at just a few of our standout unicorns.
A thanks to [Marsh 00:00:34] for stepping in at the beginning of the month, and a great session with our own Jason Warner and Adrian, the CTO of Zendesk. Lionetti, the CMO at Confluent, and most recently, the CTO from Zendesk, Adrian. Well, let’s transition then to leadership. Excited to be back emceeing.
With 3 full days of sessions, featuring over 300 speakers from the best SaaS companies around the world, SaaStr Annual will be filled with actionable thought leadership to help grow your business. I retired from SunGard Treasury Systems as their CTO. Your big money is going to go into hiring your employees.
Our new ChiefTechnologyOfficer (CTO) Andra Milender defected from a medical career track before finding her footing on a technology path. What does your role as the CTO entail? You wear all hats as CTO. The definition of CTO is so broad and that’s what I like about this role!
Tim: I was hired in 2010, when Facebook was what I like to call a “teenage company”. There were about 1,400 people, just under a billion dollars in revenue, and I was hired as the CIO of the company with the mission of driving the productivity of the workforce. That was actually a pretty tall order at the time.
We tend to find that there are three key technology initiatives that we can help our customers with when they’re undergoing a digital transformation. And for that, you need leadership and the right kind of leaders. Hire builders who are experienced, strategic, and agile. So, good luck with your hiring efforts.
Getting hiring right is absolutely critical. If you push them, what a VC will also tell you is that they back founders who have the ability to attract and recruit singular talent. I’d like to talk about two different companies with two very different approaches to hiring post-seed raise. We needed a CTO. Full disclosure.
Adam Risman: What were some of the aha moments you experienced in those early days when you were trying to find a product/channel fit? And so we hired somebody who had a lot of experience and could recommend ways to build the team. You find a bunch of nuances in there that are very interesting. Here’s Andrew.
Darragh Curran , our ChiefTechnologyOfficer, emphasizes how promoting diversity has to be more than just a question of how we hire. Darragh Curran , our ChiefTechnologyOfficer, emphasizes how promoting diversity has to be more than just a question of how we hire. Investing in education.
It’s challenging to find super high-quality folks unless you’re in B2C, where customer support is sales. You can find some pirates and romantics, and you might have to use AI. At the CIO’s office, there’s a certain amount of budget for experimentation, but not that much. Give everyone x amount of money to go find the best one.
In this blog, we asked Panintelligence CEO Zandra Moore and CTO Ken Miller what they think are some of the most frequent mistakes in SaaS development and offer actionable insights to help you steer clear of them. But the people you hire and lead are absolutely essential to the success of your business. Recruit on your cultural values.
Again, we felt that there was much greater value in being authentic than trying to be someone that we weren’t and try to find positives. It’s never a waste of time to find a great customer and take care of them and that’s led to frankly a lot of our success to date. This is never going to work.”
Last night, SaaS Office Hours hosted Optimizely co-founder and CTO Pete Koomen. First, hire a management coach to work with you as the company grows. The best ways he found to learn leadership skills was to hire a management coach to meet him once per month, to talk through the issues facing him at Optimizely.
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