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What does it mean to be a CTO for a startup? Should a startup CTO spend their time programming? Exploring new technologies? The role of a CTO varies as the company matures. That’s why the CTO’s attention is on programming for the earliest stage. A CTO can help you find the right answers.
Co-founder and CTO Karim Atiyah came to SaaStr Annual to share how they got this rocketship … off the ground. ” SaaStr Take: Your early hires will define your company’s trajectory. Back in 2021 though, Ramp was just 2 years in — but already experiencing hypergrowth.
So I caught up the other day with the CTO of a leading SaaS company with tens of thousands of customers, growing quickly. AI is all over their homepage and website and comms. I asked him about a particular use case for AI, and his answer shocked me a bit: Honestly, our AI is basically still in beta. The same with other leaders.
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?
Dear SaaStr: 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. That often were never anticipated and aren’t part of the job spec.
In general, I find most start-ups want to keep engineering comp fairly flat. Back in the day, my CTO just wanted 3 tiers: entry level, top IC, manager. Equity varied a lot more, but I know it was important to my CTO that everyone on his team felt like equal stakeholders, relative to experience. That was it.
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
Worked out great for my CTO who stayed (proud of him), but if things were structured differently, I would have made nine figures just staying. Hiring a controller that didn’t care. I avoided this mistake for my first two-startups, but then made it several times after. We ended up needing another 6 months of runway.
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!
Many companies believe excellent product design comes from hiring the best engineers and signing up for the latest software instead of building from the users’ perspectives. Stripe’s CTO, David Singleton, shares how they use a system of feedback, iteration, and fast shipping to create products that meet users’ expectations.
You really need a great CTO, not just a good business team. A mediocre tech team, a part-timeCTO, or even just a decent CTO just doesn’t get you there. Wait until you find a great partner here. If you can’t do the time, don’t do the startup. It’s just too competitive today.
Dear SaaStr: How does a First Time Founder Identify 10x Hires? How do you hire a great CTO, a great VP of Product, a great VP of Sales … if you’ve never worked with one? There’s a reason almost every founder you talk to had a mis-hire for their first head of sales. It’s hard.
SaaStr 564: Top 10 Learnings Architecting a High Throughput Critical API with RevenueCat CTO Miguel Carranza. SaaStr 565: Classic Episode: The Importance of Company Values, a Great Hiring Process, and Ownership Culture with Gusto Co-Founder & CEO Josh Reeves. Product-Led Growth: Panacea or Boondoggle?
The shift towards AI-driven ad technologies enables brands to set and achieve highly specific engagement KPIs, moving away from generic strategies to more personalized, data-driven approaches that resonate with their target audience. This not only speeds up hiring but also lowers the costs associated with lengthy recruitment cycles.
Check out this week’s top blog posts, podcasts, and videos: Top Blog Posts This Week: Be Careful Hiring “Dualies” — Folks That Are a VP of More Than One Thing. SaaStr 565: Classic Episode: The Importance of Company Values, a Great Hiring Process, and Ownership Culture with Gusto Co-Founder & CEO Josh Reeves.
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.
In SaaS, it is recruiting your VPs and management team : SaaS products mostly don’t sell themselves. You can hack managing and finding 1–3 reps yourself, but after that, you really need a VP of Sales. 95% of the time, your super-smart hacker co-founder is not that person. She can be your CTO forever.
I don’t know about you, but I’ve had to recruit a lot of types of folks over the years where my domain knowledge was limited. I’ve had to recruit Ph.Ds. Anyhow the one thing I learned, beyond getting help screening and hiring for these positions from domain experts, is to look for Flags. Why join a start-up?
In SaaS, once you have even a few million in ARR, the #1 challenge is recruiting top-tier VPs and building a truly top-tier management team: SaaS products mostly don’t sell themselves. You can hack managing and finding 1–3 reps yourself, but after that, you really need a VP of Sales. She can be your CTO forever.
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. But I didn’t know they were truly 10x hires.
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.
The numbers are strong, but the CTO isnt good enough. They waste a ton of time. I find them torture. They frustrate everyone and waste precious time. Not all the deals, but probably 80% of them. The Almosts. These are brutal as an investor and confusing for founders. Theres good stuff there, so its close.
SaaStr 662: Things You Think as a First-Time Founder That Just Ain’t So With Lattice Co-Founder & CEO Jack Altman and SaaStr Founder & CEO Jason Lemkin 2. SaaStr 663: 9 Things I Wish I Would Have Told My 2013 Self: Lessons Learned from 9 Years with Heap’s Former CTO, Dan Robinson 3. appeared first on SaaStr.
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.
Miguel Carranza, CTO at RevenueCat, shares ten learnings from firsthand experience in architecting an API & SDK that is currently on 5,000+ apps and has seen 3x growth Year-over-Year. . But the reality is that when you’re trying to find product-market fit, that probably shouldn’t be your concern.” What makes a great API?
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.
Hire not just 1-2 reps, but 10. That it’s time to bring in someone that knows. But I’ve found many great SaaS founders take longer, too long, to decide to hire the other VPs. But I’ve found many great SaaS founders take longer, too long, to decide to hire the other VPs. I Need a VP of Sales.
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.
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. That CTO that doesn’t quite have the traditional background. There are roughly 2 types of start-up management teams.
Dear SaaStr: I’m Being Recruited by a Startup That Just Raised $5m. I’d suggest a quick 2 part test: #1. Decide if the CEO is literally a 10/10 and ideally the CTO If you aren’t sure the CEO is truly great, and ideally, the CTO, then ask around. How Do I Vet Them? That’s never as easy at it sounds.
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%.
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.
Investments I've made that didn't work out: – Momentum investment – CEO a bit of bulls**t artist – CEO good at sales but weak product team / CTO. CEO good at sales, but CTO not that great. This was a bet I made a few times, and I learned. So now I try to only invest in Great CEO + Great CTO combos.
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.
An updated classic SaaStr guide on how to know if that new VP you worked so hard to find, recruit and get on board … is really going to make it. 4 Signs You Might Have a “Bad” CTO — Or At Least, One That Isn’t Going to Make It. And 3 Things Not to Worry So Much About. Here’s what to do about it.
I should have camped in his office and literally never taken No for an answer. I had a great CTO, but I also needed a truly great VPE to scale past $10m ARR and deal with all those issues. Not finding a way to work through team conflicts better. Our CTO was amazing, but we didn’t work together as well as we should of.
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 need to pay up to recruit a “technical co-founder” and then she often will bring in 2x the engineers, at a higher price, than an engineer CEO. I’ve found that works equally well. How to be super agile.
Startups come in all shapes and sizes on various stages of a timeline, yet it’s not surprising how many have the same questions and concerns about how to scale from x to y to z, the right time to hire and fire, and how to keep a team motivated during hard times. But how do you find the pirates and romantics? It’ll fail.
In fact, right after that we hired a roundtrip employee as our CTO in my first start-up and it was amazing. Especially in tougher times, folks may be knocking on your door again. First, what doesn’t work, or at least hasn’t for me, is re-hiring: Folks that left for a company that was a better fit.
SaaStr 603: SaaStr CRO Confidential Presents the Ultimate Guide to Sales Compensation, Quotas and Recruiting with SaaStr CEO and Founder, Jason Lemkin. SaaStr 600: Founder Confidential with HubSpot Founder and CTO Dharmesh Shah, & Founder and Executive Chairperson Brian Halligan. ?. Top Videos This Week: 1.
While the appearance matters, remember you are hiring the development firm primarily for its development skills, not its graphic design skills. cto , product , saas Quality of Work: The end product should not only look good but function as expected. Don't be charmed by an impressive aesthetic at the expense of functional results.
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