Transforming from Developer to CTO: Insights from My Journey
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Chapter 1: My Journey as CTO
For the past 2.5 years, I have served as the full-time CTO at a Dutch startup focused on Partner Marketing and Ecosystems. This piece reflects on my experiences thus far and the insights I’ve gained.
Transitioning from an Individual Contributor (IC) to a Manager of Managers presents various hurdles, particularly if, like me, you are unfamiliar with this shift. I had to acquire skills in hiring, team building, contract negotiation, performance assessments, and management meetings, all while overseeing infrastructure, product roadmaps, innovation, quality assurance, and various processes.
Lesson 1: Let Go of the IC Mindset
Currently, I’ve expanded our technology team, which includes engineering, product, and data, to 12 members, and our growth trajectory is accelerating. One of my initial personal challenges was to stop evaluating myself through the lens of an individual contributor. Balancing product improvements with managerial responsibilities proved impossible at the pace of an IC.
Realizing that I was inadvertently becoming a bottleneck instead of a catalyst took time. By releasing the IC mindset, I liberated myself from these constraints and began to enhance our processes and implement systems that boosted developer efficiency.
Lesson 2: Finding the Right Engineers for Startups
Not everyone thrives in an environment where many aspects are still being defined. Through the team-building process, I discovered that individuals who excel tend to be adaptable and possess a strong business acumen—qualities that are equally vital in engineering roles.
As a startup striving for Product Market Fit, it’s essential to have team members who grasp the company's mission and vision, and who can pivot strategies as needed. I learned to prioritize adaptability over purely technical skills in my hiring process. While we can train new hires on our technology stack, instilling adaptability is significantly more challenging.
Lesson 3: The Unique Nature of CTO Roles
In my exploration of the CTO role, I realized that there’s no universal job description applicable to every situation. The responsibilities can vary significantly based on the company's stage, market conditions, team structures, and individual strengths and weaknesses.
One quote that resonated with me regarding the CTO position is:
"The CFO is not responsible for making revenue every quarter, but if there is a big surprise, fire him. The CTO is not responsible for delivering products every quarter, but if you miss the Internet or a similar technical inflection point, fire him." — Greg Papadopolous
Lesson 4: Generalist vs. Specialist CTO
I identify as a generalist in technology, which I consider one of my greatest strengths. Being versatile allows me to connect diverse ideas and devise solutions across various challenges. My background includes roles as a Full-stack Engineer, DevOps Engineer, Cybersecurity Specialist, Machine Learning Intern, and Lead Developer.
This extensive experience has been invaluable in leading the technology organization and establishing a robust foundation. I can always hire specialists to fill in gaps and elevate our efforts further.
The most rewarding aspect of being a CTO in a fast-paced setting is that it has completely eradicated the chronic boredom that once followed me.