I sat down with a 20-year veteran in the software and tech business who has worked with startups that have been acquired by giants such as Microsoft, Autotask, and Medidata. He is Jozef Antony. And he shared with me how non-technical founders can find the right CTO for their startup. Here is a breakdown of his insight in his words:
1. Earning a Technical Co-Founder
Convincing technical stakeholders with secure, high-paying jobs to take a risk on your startup is a challenge. Many founders spend significant time seeking the perfect tech stakeholder, sometimes missing market opportunities in the process.
The concept of 'earning' a technical co-founder is an approach that resonates with many startup founders. By building your MVP and creating a community around your idea, you show your commitment, progress, and potential, making your startup an attractive proposition for a potential CTO. This is appealing to investors as well.
2. Turning MVP into CTO Magnet
One crucial aspect of attracting potential CTOs to your company is bringing your Minimum Viable Product (MVP) to market. Your MVP is the embodiment of your vision and demonstrates the potential of your startup. It's a tangible proof-of-concept that can pique the interest of potential tech stakeholders.
Building an MVP is also an opportunity for non-technical founders to learn about the development process, gain technical literacy, and bridge the communication gap with technical stakeholders. This involvement builds your understanding of the product and enables you to communicate effectively with technical people, making you an attractive partner for a potential CTO.
3. Navigating the Technical Landscape
It's not uncommon for projects to get out of control or for founders to waste significant portions of their seed funding on bad tech due to a lack of technical understanding. It’s essential for you as a founder to become tech-literate.
This doesn't mean you need to become a coding expert, but you should understand the basics of your technology stack, the development process, and how to communicate effectively with your development team.
By familiarizing yourself with tech language and concepts, you’ll be better equipped to spot red flags, ask the right questions, and make informed decisions. This increased understanding will not only help in managing your project but also in attracting a potential CTO who values a founder who can "speak their language".
4. Embracing Process Improvement and Agile Methodologies
No matter what stage of a company you’re in, you should always be focused on the process and improving it. This commitment to process improvement is integral to successful execution. Embrace lean and agile methodologies, which champion rapid iteration, continuous feedback, and customer focus.
Speed is one of the main assets of a startup. You can move much faster than traditional companies, enabling you to build your product and get to market quickly. This speed-to-market not only captures market opportunities but also showcases your execution capabilities to potential CTOs.
5. Engaging with Development Agencies
Building an MVP often involves engaging with an agency or a team of freelance developers. This approach can help de-risk the project for a potential CTO or tech co-founder and is often viewed favorably by investors. However, it’s crucial to stay involved in the development process and understand the decision-making process.
Remember, technology is the differentiator for your company. Guard it, and do not outsource knowledge and decisions to an outsider. Staying involved allows you to maintain control and oversight of your tech, which is crucial in the early stages of your startup.
6. The Evolving Role of a CTO
The role of a CTO varies significantly depending on the startup's stage. In the early stages of a startup, what you likely need is a lead developer rather than a CTO. This is someone who can roll up their sleeves and get into the nitty-gritty of coding and development.
However, as the company grows, the developer role often evolves, requiring a shift towards a true CTO — a visionary who possesses not only tech skills but also leadership and management skills. This individual needs to understand the bigger picture, align the technological vision with the business objectives, and lead the tech team toward these goals.
7. Project Fit, Cultural Fit, and the Challenge of Finding the Perfect CTO
Finding a CTO is not just about the right skills. It’s about project fit and cultural fit as well. Some CTOs are drawn to specific types of projects because of their passions and interests. Additionally, the values and working style of the CTO need to align with the company culture.
Therefore, from day one, it's essential to define your startup's culture and values. Even a simple paragraph can serve as a guiding light. Hiring based on these values will make a big difference in team cohesion and productivity.
8. The Fractional CTO as a Solution
One viable solution for founders struggling to find the right CTO is to hire a fractional (part-time) CTO. This individual can provide technical leadership and guidance without the full-time commitment, allowing you more time to find the perfect full-time CTO while ensuring your tech needs are met.
A fractional CTO can be especially valuable in the early stages of a startup when the technical demands may not warrant a full-time CTO. This approach can also be cost-effective, providing access to high-level expertise without the high-level salary.
9. The Path to Your CTO
Finding the right CTO for your startup is a challenging but rewarding journey. It requires patience, strategy, and a commitment to understanding and embracing the technical side of your business.
As a founder, you have the power to attract the right CTO by showing your commitment to your vision, demonstrating your understanding of the technical landscape, and creating a culture that values and respects tech leadership.
If you want to learn more, connect with Jozef here