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I hope many will read this and have an answer for the question, “what’s the different between a CTO and a VP of Engineering?&#. The CTO / Lead Architect - If you want to build a great technology company, you’ll need a “rockstar&# engineering lead. The VPEngineering aspires to manage teams.
A week or so ago, we launched the Key Hire Wire at First Round. You will initially spend majority of time personally working with individual accounts and coaching sales team. We realized that there were certain open positions in our portfolio we wanted to call extra attention to.
I’ve written quite a bit about aspects of this topic, especially from the perspective of startup founders looking for talent – you can find these in: Startup CTO. Of course, just because a CTO or VPE is listed doesn’t mean it’s working well. Armed with your networking tool, now it’s time to get it out to all the people you know.
Hiring a hands-on lead developer might seem like the right move for an early stage startup. But hiring a lead developer, or even a VP of Engineering, can create a gap between the founders and the developers. A CTO can help you find the right answers. It’s understandable - a hands-on developer can produce a product.
Want to Know Difference Between a CTO and a VP of Engineering? I hope many will read this and have an answer for the question, “what’s the different between a CTO and a VP of Engineering?” You still have some leeway to hire above them if need be. The VPEngineering aspires to manage teams.
This time, I am very excited to introduce Sin-Mei Tsai , VP of Engineering at Shippo , a Version One portfolio company. Sometimes we find that the new code does not play well with old state, or with old code, which is a transient problem that happens during deployment.
But over time if developers aren’t careful, code written to find early customers can become unwieldy, difficult to maintain and incapable of scaling. He hired an operating exec as the CEO a few years ago. My observation was that the CEO and VP of Engineering were confusing cause and effect.
Ben Wegbreit, the VP of Engineering (one of my mentors and then co-founder of Epiphany), broke his foot skiing just as the company started. At first the company just consisted of the founders, but Ben soon started to hire his engineering team. And back then they were all men.)
The director had complained to his boss, the VP of Engineering, who admitted his hands were tied, as this was a “facilities matter,” and the VP of facilities reported to the CFO. So, this was a meeting of last resort, as the engineering director was making one last appeal to the CFO to keep his team in town.
As your organization grows and you hire senior staff where you are no longer managing every employee directly the issue of how to manage people that are not your “direct&# reports arises. I never built a Google-sized business but I did build an organization from scratch that grew to 120 employees in 5 countries before we sold it.
One of the first potential advisors I reached out to was someone who 10 years earlier tried to hire me as the VP of Marketing of his new division at Sun Microsystems. For lots of reasons that never worked out, but I liked him so much that the following year I tried to hire him as the VP of Engineering of Ardent. (He
If you can't find ten people who say they'll buy it, your company is bullshit. I say "find ten people who say they'll buy." If the VP of Engineering thinks the target customer is just like him/her, you're doomed. If there are millions, it's trivial to find ten. Short-sighted, no? But you're still not listening.
I would discover that there was a more effective alternative in building a marketing department than hiring traditional marketers with MBA’s. Some of these advisors from the academic community would work with our of VP of Engineering and help us solve specific technical problems.
The question is: How do you decide what role is most important to hire for? If I hire someone to do X, I’ll have time for Y and Z. Hire the best person for that role. For all possible roles, think of the perfect person for the job — a person so amazing you could never recruit them. How to determine (1)?
If you’re not actively involved you’ll get both scope drift AND time drift. Given enough time to dick around I assure you your team will find other “interesting additions” to your scope that perhaps you’d prefer not to have if it meant sacrificing your date.
If you’re an early employee at a startup, one day you will wake up to find that what you worked on 24/7 for the last year is no longer the most important thing – you’re no longer the most important employee, and process, meetings, paperwork and managers and bosses have shown up. The company was going to hire a VP of Marketing.
We particularly like this post, Hiring Executives: If You’ve Never Done the Job, How Do You Hire Somebody Good? , In order to ensure completeness, I find it useful to include criteria from the following sub-divisions when hiring executives: Will the executive be world class at running the function?
If you’re looking for a space, simply type in an address and find available spaces around it. Kowitt and Gupta then hired a full-timeVP of Engineering, Nick Shiftan, who rebuilt the site from scratch. However, the quality wasn’t quite what they expected.
I’ve written before about hiring for cultural fit, and about the importance of prioritizing cultural fit over competence when hiring at startups. I started thinking about it again when I saw this Dilbert comic , because it pokes fun at the culture of startups and their propensity only to hire people who fit into them.
Projecting from the seed stage, there are two types of team-building topics you want to address – key senior hires and org-level team building. As the company progresses through product market fit (PMF), you will want to highlight other key senior hires required to scale and round out the functional expertise of the exec team.
And Sin-Mei Tsai , VP of Engineering at Shippo, discussed code quality. And she has just about completed 60 to 140 ( Ada is hiring !). Unlike “traditional” departments such as Engineering, Product, Sales, Marketing, BD, Customer Support/Success, People is a relatively new leadership function. Shared my thoughts with you!
The biggest difference between being a great functional manager and being a great general manager—and particularly a great CEO—is that as a general manager, you must hire and manage people who are far more competent at their jobs than you would be at their jobs. So, with no experience, how do you hire someone good? Probably none.
Another way to learn more about who’s speaking is to sort the conference program by category and find people addressing specific topics. He was a very early employee of Facebook , and engineering director there through the moment it blew up. Now he’s VP of engineering at Dropbox , where he’s seeing similar growth.
But as the start-up scales and you hire employees, your day-to-day is taken over by more managerial tasks, like hiring and managing people, running company meetings, etc. It’s unusual to hire a non-founder CEO early in a start-up’s life because it will most likely fail. There’s typically little choice for a founder CEO.
I’ve convinced the team you’d be perfect, come join us as the VP of Marketing.” My ex-boss was going to be the VP of Engineering and I would report to the CEO whose marketing acumen and sales instincts seemed at the time to be telepathic and sense of theater was legend. We’re building a supercomputer.”
The expertise of administrators and senior-level developers suffices to handle routine technical tasks under the guidance of such company members as VP of Engineering, Team Lead, and Project Manager. The “right” time to bring in a CTO varies from company to company. Where to find a skilled CTO? OK, I need a CaaS.
It is all about how you hire the best and the amazing impact doing so will have on your culture. And my answer always is, “Recruiting”. Recruiting has to be a top-three priority for any CEO, for any size organization. Brant and I came up with a process for recruiting that was so obvious in hindsight but yet is so rarely done.
Today's post is brought to you by my friend, Paul Blumenfeld , a recruiter who is one of the most thoughtful people I know when it comes to hiring processes. Many hiring managers write a job spec that is heavy on wishes and low on real needs. I see two reasons for this discrepancy: Static Specs. that would get the interview.
The VP of Engineering says, “well we don’t have the resources or time, and as long as you know we could build better computers then you guys, why don’t you tell us the details about your computers.” Hiring a VP of Sales in customer discovery typically sets a startup back. Help them?!! So, here is my assignment.
Maybe they don’t hire fast enough or they’re too short-tempered to attract top talent. In one way or another, someone on your board has been indicating to you that it’s time to ramp it up well before the ultimate conversation ever takes place. You’ve raised enough money, you’ve hired enough people, you’ve built a great product.”.
Don’t hire people with skills and qualifications similar to yours. Hire based on functionality and avoid having too many C’s. Hire based on functionality and avoid having too many C’s. Rather, give titles such as VP of Engineering, Product/Technology, Sales, Marketing, Finance, etc.
The path to our involvement with the company dates back to last December, actually, when I attended a Gilt Groupe “Expert Talk” run by Josh Knowles, formally their VP of Engineering. He introduced himself and we kept in touch through all the various social media channels—until I heard he was leaving Gilt.
The first part is the hardest part: hunting for a programmer. If you have a friend who is a recruiter then ask them to tell you what they recommend that will not cost anything. If they hire an accountant to help prepare and file their taxes that may cost around $500. Be sure to post your opportunity here.
Recruits, hires, and retains the very best talent for the company. Let’s focus on “ recruits, hires, and retains the very best talent for the company.” ” This is where the vexing part comes in. In comparison, consider a VP of Engineering who has worked in three different companies.
Norris became the VP of Engineering, Engstrom the VP of Research, and Meader VP of Manufacturing. When they couldn’t find any customers they donated the ERA 1101 to Georgia Tech. The professional staff owned the other 50%. The new company moved into Parker’s glider hanger. The company hit the ground running.
Recruiting and retaining top talent is even more challenging for software engineers. To get an insight into how successful start-ups approach team building, we spoke to Sylvain Utard, employee number 1 and VP of Engineering at Algolia, an Accel portfolio company. That is a very powerful statement.
A CTO will guide your product strategy, market validation, architectural decisions, process optimization, recruiting, and hiring. A CTO’s real value is in finding opportunities with asymmetric payoffs. Online Resources & Boards The following job boards and other related resources are a cost effective recruiting tool.
With this round, Backupify is going to be able to sharpen its product and business focus, and make some much needed engineeringhires. We're looking for a solid VP of engineering and some additional developers. It's also great to have such great folks joining us in our investment.
Start-ups often hire at one extreme -- closer to a Lead Developer or VP of Engineering -- whereas corporates may focus on their CIO, which is potentially quite a different role. The problem with development consultancies How to recruit strong technical staff for start-ups Call: +44 (0) 844 3579899 Email: Tweet: @reincubate.
There’s a lot of debate surrounding the right time to bring executive level hires into your start-up. First, your hiring/team building strategy should follow two key rules. Founders should focus their time and efforts on the areas that create the most value. 2 nd hire: VP of Finance. 5 th hire: VP Product.
I first met Steve when he was VP of Engineering at Centerline software, a software development tools startup, and I was a junior in college. Kaufer originally hired writers to product professional reviews and allowed user reviews on a whim. Scaling Lesson 1: Focus On Finding A Great Business Model.
Maybe they don’t hire fast enough or they’re too short-tempered to attract top talent. In one way or another, someone on your board has been indicating to you that it’s time to ramp it up well before the ultimate conversation ever takes place. You’ve raised enough money, you’ve hired enough people, you’ve built a great product.”.
You can still get on a panel by finding an existing panel that was submitted and adding yourself to it. It’s not too hard to find the panel organizer on social media and reach out to them. You just raised $10MM from Sequoia, you’re 3 co-founders, and you want to go hire the VP of Engineering from Uber.
He or she might call himself a “consulting CTO,&# “freelance CTO,&# “on-demand CTO,&# “CTO on call,&# “CTO for hire,&# or just a “technology strategy advisor.&# If you find him, he’s gold, and not only because of his knowledge and experience. For one thing, you’ll learn from his mistakes.
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