Intro
I am often asked what a good Interim CTO does. A good interim CTO is like a technical Swiss Army knife. But that’s not really a good description.
When I break down what I personally do as an Interim CTO, it boils down to exactly three things:
- Bridging the leadership gap
- Fixing the mess and getting things back on track.
- Helping companies grow
… or all three at the same time :)
Table Of Contents
Bridging the Leadership Gap
Smooth Operations When a CTO Leaves
Bridging the Leadership Gap as Interim CTO is straightforward but crucial. It often comes into play when the existing CTO of an established company decides to leave. This sudden change can create a leadership vacuum in the technology department, which can disrupt the smooth functioning of the company. The remaining C-level executives, who usually prefer to focus on their areas of expertise, need the technology operations to continue seamlessly, and that’s where an Interim CTO steps in.
Getting To Know People, Projects and Challenges
As an Interim CTO, my first step is to conduct due diligence. I make an effort to familiarize myself with the team and the ongoing projects. This involves a quick check to identify any existing challenges within the department. The goal here is to understand the situation thoroughly so that I can address and resolve these issues effectively.
Next, I ensure that all one-on-one meetings are conducted without a hitch, and that all projects continue to progress smoothly. This step is crucial because it helps maintain the momentum of the work, despite the changes in leadership.
Finding a Permanent CTO - Inside or Outside the Company
Simultaneously, I work closely with the Human Resources department to set up the hiring and interview pipeline for a new permanent CTO. This involves defining the job role, setting the selection criteria, and streamlining the interview process. Alternatively, if there’s a suitable candidate within the team, I take on the role of a coach. I guide and train this individual to take over the CTO’s responsibilities. This internal promotion can often be a great morale booster for the team.
Smooth Transition to the Permanent Replacement
Once a replacement is found, my final task is to ensure a smooth transition. I gradually hand over all tasks to my successor, making sure they are fully equipped to take over. Once this is completed, I gracefully exit, leaving the tech department in capable hands, ready to face
Helping Companies Scale During Phases of Growth
Scaling From Few Developers to Many Can Be Painful
The initial stages of startups are often simple and straightforward. With just a handful of people on board, there’s less need for extensive planning, and tasks get done relatively quickly. However, as startups begin to grow, they start hiring more and more people to keep up with the increasing workload and the expanding scope of their operations.
At a certain point, this rapid growth can lead to a breakdown in communication, planning, and goal achievement. The once smooth-running operation can turn into a chaotic mess. This is precisely the moment when an Interim CTO can step in and bring some much-needed order to the chaos.
Support for Growing Companies
As an Interim CTO, my role involves introducing the right tools and methodologies to streamline operations. These usually include Roadmaps, OKRs (Objectives and Key Results), and Agile frameworks like Kanban or Scrum. I ensure these tools are properly set up, roles are clearly defined, and regular meetings are established to facilitate knowledge sharing among teams.
Aligning Software Architecture with Teams Enables Growth
But my role isn’t limited to just introducing tools and methodologies. It also involves a deep dive into the company’s features and products. I work on aligning teams with the company’s priorities, ensuring that everyone is working towards the same goals. This alignment is crucial because it allows for easier management of the entire company, its roadmap, and its goals.
When teams understand their roles within the broader context of the company’s software and objectives, they can work more efficiently and effectively. By bringing this level of organization and clarity to a rapidly growing startup, an Interim CTO can help the company scale successfully during phases of extreme growth.
Getting Project and Tech Departments in Crisis Mode Back on Track
Identify the Challenge
One of the less-talked-about realities in many organizations is that problems often go unacknowledged. It’s a dirty secret, but usually, nobody will openly admit that there’s a problem. This is why, as an Interim CTO, the first step I take is to conduct a thorough tech assessment or due diligence of the department. This allows me to identify any hidden issues that might be hampering productivity or causing disruptions.
Get Buy-in for Change Management
Once I’ve identified the key challenges, my next step is to create a strategy to address these problems - classical change-management. This isn’t a solitary task - it involves getting buy-in from the C-level executives and key employees who will be instrumental in supporting and implementing the changes.
Execute Change
With the necessary support in place, I then execute the change. This could involve dealing with underperformance, rearranging teams, or even dismantling areas that are no longer needed. These changes can often be painful, but they are necessary for the overall health and progress of the department. It’s important to remember that by the time an Interim CTO is brought in, most employees and stakeholders are aware that something needs to change. My role is to manage that change effectively and strategically.
When Sad Faces Turn Into Smiling Faces Your Job is Done
When I first step into a crisis situation, the mood is usually quite low. There’s a lot of frustration and uncertainty. However, as I start implementing changes and the department begins to see improvements, the atmosphere starts to shift. By the time I leave, I usually see smiles on people’s faces. These smiles aren’t because I’m leaving (or at least I hope not), but because the changes I implemented are working. The department is functioning better, and the crisis has been successfully navigated. As an Interim CTO, there’s no better reward than seeing a team regain its confidence and productivity.
Conclusion
And that is what I do mainly as Interim CTO.
But in reality, my responsibilities are fluid. As an Interim Manager, I have to be able to adapt to new challenges and solve them. Whatever is thrown at you. And many projects are not a piece of cake - at least not in the beginning.
More
- My pages on Interim Management with a lot more descriptions what a good Interim CTO can do for you.
