Category: Types of CTOs

Chief Technology Officer in the AI Era: Role, Responsibilities, Skills, and Leadership Priorities

A Chief Technology Officer is the senior technology leader responsible for connecting technical capability with business direction.

In some organizations, the CTO owns product architecture, engineering strategy, platform decisions, and innovation. In others, the role is focused on technology transformation, data, infrastructure, security, or AI adoption. The exact shape depends on the organization’s size, stage, and business model.

What has changed is the level of visibility.

The CTO is no longer judged only on technical depth or delivery performance. The role now carries broader responsibility for how technology creates value, manages risk, supports growth, and shapes the organization’s future capability.

AI has made that responsibility more urgent

Executive teams are asking where AI can improve productivity, where it can create new products or services, where it introduces risk, and how it should be governed. Those questions require strategic judgment, commercial awareness, leadership confidence, and the ability to explain complex trade-offs clearly.

This guide explains what a Chief Technology Officer does, how the role compares with CIO, VP of Engineering, and Head of Engineering, how AI is changing CTO responsibilities, and what skills modern technology leaders need to build CTO readiness.

TL;DR

The CTO role now sits closer to business strategy than traditional technical management.
A modern CTO connects architecture, engineering capability, product direction, security, data, AI, and commercial priorities.
The difference between CTO, CIO, VP of Engineering, and Head of Engineering usually comes down to scope: future direction, internal systems, execution, and team delivery.
AI has increased the pressure on CTOs to guide adoption, manage risk, set guardrails, and turn experimentation into useful outcomes.
CTO readiness requires strategic judgment, executive communication, commercial awareness, governance, and leadership range.
The next step for many current and aspiring CTOs is to identify their capability gaps and build a deliberate development path.

What is a Chief Technology Officer?

A Chief Technology Officer, or CTO, is the senior leader responsible for shaping how an organization uses technology to achieve its goals.

The role sits at the intersection of technology, business strategy, product direction, and organizational capability. As a CTO, you are expected to understand the technical landscape deeply enough to make sound decisions, but the role is not limited to technical expertise. The CTO must also decide which technology investments matter, which risks need attention, and how technical choices affect customers, teams, revenue, resilience, and long-term competitiveness.

The CTO role varies from one organization to another

The Chief Technology Officer role varies from one organization to another - visual presentation of different responsibilities across different growth stages.png — As the organization matures and expands, so does the scope of the Chief Technology Officer role

In a startup, the CTO may still be close to the codebase, product architecture, hiring, and early engineering culture.

In a scale-up, the role often shifts toward building systems, leadership layers, delivery discipline, and technical foundations that can support growth.

In a larger enterprise, the CTO may focus more on technology strategy, innovation, architecture, governance, AI adoption, and executive-level decision-making.

Learn more about the differences in the scope of responsibilities depending on the size of the business

The common thread is accountability for technology direction

A CTO helps the organization answer questions such as:

What technology capabilities do we need to build?
Which systems should we modernize, replace, or protect?
How should engineering, product, data, security, and operations work together?
Where can emerging technologies such as AI create practical value?
What technical risks could limit growth or damage trust?
How do we turn business priorities into realistic technology decisions?

In other words, they help technical teams understand business priorities, and executive teams understand the consequences of technology choices.

In the AI era, CTOs are expected to explain what AI can and cannot do, where it belongs in the organization, how it should be governed, and what capabilities teams need to use it responsibly.

What Does a CTO Actually Own?

First and foremost, there has to be clear senior accountability for the technology decisions that shape the org’s future capability.

A CTO may own any or all of the following areas directly or strongly influence them through collaboration.

Table 1: CTO ownership

CTO responsibility	In practice
Technology strategy	Defining how technology supports business goals, growth priorities, operational needs, and long-term competitiveness.
Architecture and technical direction	Making decisions about systems, platforms, scalability, interoperability, technical debt, and future flexibility.
Engineering capability	Building the structures, standards, leadership habits, and technical culture that help teams deliver reliably.
Product and platform decisions	Working with product and business leaders to decide what should be built, bought, integrated, improved, or retired.
AI adoption and integration	Identifying practical AI use cases, assessing risks, choosing tools, and integrating AI into workflows, products, and systems.
Data and infrastructure readiness	Ensuring the organization has the data foundations, infrastructure, cloud capability, and operational maturity needed to support modern technology priorities.
Security and resilience	Making sure systems are reliable, secure, compliant, observable, recoverable, and trusted by customers and stakeholders.
Vendor and build-versus-buy decisions	Deciding when to build internally, when to buy, when to partner, and how to manage dependency on external platforms or suppliers.
Executive communication	Translating technical choices into business consequences so CEOs, boards, investors, and senior teams can make informed decisions.
Innovation and experimentation	Evaluating emerging technologies, deciding where to experiment, and turning useful learning into practical adoption.
Technology risk and governance	Creating decision-making frameworks for technology investment, AI use, security, compliance, resilience, and operational risk.

For a practical framework, see the AI Integration Playbook

This is how it works in practice

In smaller organizations, one CTO may cover most of these responsibilities directly. In larger ones, many of them will be shared with CIOs, CISOs, product leaders, data leaders, enterprise architects, and engineering executives.

The CTO’s value lies in connecting those moving parts into a coherent technology direction.

CTO vs CIO vs VP of Engineering vs Head of Engineering

The simplest way to understand the difference is to look at the primary focus of each role.

The CTO owns future-facing technology direction, the CIO owns internal technology operations, the VP of Engineering owns engineering execution, and the Head of Engineering usually owns day-to-day team delivery.

Table 2: Primary focus and responsibilities of different roles

Role	Primary focus	Typical responsibilities
CTO	Technology strategy and future capability	Architecture, innovation, AI strategy, technical direction, product-facing technology, and executive advice.
CIO	Internal technology and enterprise systems	IT operations, enterprise software, data systems, compliance, service delivery, and corporate technology services.
VP of Engineering	Engineering execution	Delivery, team structure, engineering processes, quality, hiring, performance, and engineering management.
Head of Engineering	Engineering leadership and management	Team performance, sprint delivery, technical standards, people management, and day-to-day delivery discipline.

By default, the CTO is the role most closely associated with future-facing technology decisions. That can include:

Product architecture
Platform strategy
Emerging technology evaluation
AI adoption
Technical risk
The explanation of technology choices to the board or executive team

CIO vs CTO

Recently, the CIO and CTO roles have been coming closer together and sharing a lot of similar responsibilities. But as a rule of thumb, the CIO is typically more focused on the internal technology estate. This may include enterprise systems, workplace technology, IT operations, data platforms, procurement, compliance, and service management.

In larger enterprises, the CTO and CIO work closely together: the CIO ensures the org runs reliably, while the CTO helps decide how technology should evolve.

VP of Engineering vs CTO

The VP of Engineering is usually responsible for turning technical direction into delivery. This role often owns engineering structure, hiring plans, delivery processes, quality standards, team performance, and execution rhythm. A strong VP of Engineering helps ensure the organization can build and ship reliably.

Head of Engineering vs CTO

The Head of Engineering role is usually more delivery and team-management focused, although the title varies widely. In smaller companies, the Head of Engineering may be the most senior engineering leader. In larger ones, the role may sit below a VP of Engineering and focus on a specific product area, platform, function, or team group.

Donning several hats at once

In early-stage companies, one person may cover several of these responsibilities. A founder CTO might act as CTO, VP of Engineering, architect, hiring lead, and product partner at the same time.

CTO Academy is a great example of that. Jason Noble, the co-founder and CTO, was even engaged as the COO at one point. The reason was simple: he designed the systems and most of the operations, so to maintain the momentum and stay agile, it was simpler to assume that role also than to train somebody else during those early stages.

Unlike startups, in larger organizations, the boundaries are usually clearer, though the CTO still needs to collaborate closely with CIO, product, security, data, and commercial leaders.

For leaders comparing their next development step, this distinction matters. Moving from Head of Engineering or VP of Engineering toward CTO usually requires a shift from delivery leadership into broader strategic judgment, executive communication, commercial awareness, and technology leadership at the organizational level. This is where structured development through specialized CTO Programs can help clarify the path.

How the CTO Role Has Changed

In the past, many CTOs were judged mainly on technical oversight: keeping systems running, guiding architecture, supporting delivery, and ensuring engineering teams had the tools and standards they needed. While those responsibilities still matter, they are no longer enough.

Modern CTOs are expected to connect technology decisions to business outcomes.

They need to understand how platforms, data, security, AI, engineering capability, and operating models affect growth, resilience, customer experience, and competitive position.

Table 3: Traditional vs modern CTO role

Traditional CTO emphasis	Modern CTO emphasis
Systems and infrastructure	Platforms, data, AI, security, and scalability.
Technical delivery	Business-aligned technology strategy.
Tool selection	Operating model and capability building.
Architecture decisions	Decisions about speed, resilience, cost, integration, and future flexibility.
Engineering supervision	Cross-functional executive leadership.
Innovation experiments	Measurable transformation and adoption.
Technical reporting	Board-level risk and opportunity communication.
Generic digital transformation	AI-enabled change linked to practical business outcomes.

This shift has changed how CTOs spend their time

The role is less about being the final technical authority on every decision and more about creating the conditions for better decisions across the organization.

A modern CTO:

Helps teams move quickly without creating uncontrolled risk.
Supports innovation without encouraging disconnected experiments.
Modernizes systems without breaking operational reliability.
Explains technical trade-offs in language that boards, CEOs, investors, and commercial leaders can act on.

AI has radically accelerated this change. It has made technology leadership more visible because AI decisions affect product strategy, data quality, security, customer trust, workforce capability, and business performance. That’s why the CTO is increasingly expected to help separate useful adoption from noise and turn emerging technology into governed, measurable progress.

For many existing and aspiring technology leaders, this is the point where the next stage of development becomes less about adding more technical depth and more about building executive range: strategy, communication, commercial judgment, organizational design, and leadership under uncertainty.

Why AI Has Made the CTO Role More Visible

AI has pushed technology leadership closer to the center of business strategy.

Boards and executive teams are pushing for AI adoption. Their questions rarely have purely technical answers, but they do require technical judgment. That is why the CTO has become more visible.

AI is not just a tooling decision. It affects data, workflows, security, governance, teams, customer experience, productivity, and business models. A poorly chosen AI tool can create risk without creating value. A promising AI use case can fail because the data is not ready, the workflow is unclear, or the organization has not decided who is accountable. A useful pilot can remain stuck as an experiment if it is never integrated into core systems or measured against business outcomes.

The CTO’s role is to help move beyond AI enthusiasm and into practical adoption

That means asking:

Where can AI create measurable value for customers, teams, or operations?
Which use cases are worth testing now, and which should wait?
What data, infrastructure, security, and integration work is needed first?
Which AI tools should be bought, built, customized, or avoided?
What guardrails are needed around privacy, compliance, accuracy, bias, and human oversight?
How should teams be trained to use AI responsibly?
How will success be measured beyond novelty or short-term productivity gains?

This is where the CTO becomes a translator between ambition and execution.

The CEO may want speed. The board may want assurance. Product teams may want experimentation. Engineering teams may worry about complexity, reliability, and technical debt. Legal, security, and compliance teams may see new forms of exposure. The CTO needs to connect those perspectives into a clear path forward. They help to decide where AI should be embedded, where it should be controlled, and, more importantly, where it should not be used at all.

This is also why AI leadership has become a development priority for technology leaders. Technical fluency matters, but it is not enough. CTOs need the executive range to assess risk, prioritize investment, influence stakeholders, govern adoption, and explain trade-offs in business terms.

Read the AI Integration Playbook to learn more.

It is a practical guide for integrating AI into core systems without compromising security, control, or leadership accountability.

What Skills Should the Modern CTO Possess

While technical judgment remains essential, it now sits inside a wider leadership skill set. This is one of the biggest shifts for senior technology leaders because many reach the point where technical knowledge is no longer the main constraint. The harder challenge is deciding what matters, influencing people who do not think like engineers, and making technology choices that support the business without creating avoidable risk.

Table 4: Modern CTO skill stack

Skill area	Purpose
Technical judgment	Understanding trade-offs, architecture, scalability, reliability, technical debt, and technical risk.
Systems thinking	Knowing how platforms, teams, workflows, data, security, vendors, and customer experience affect one another.
Strategic thinking	Technology choices need to support business priorities, not just technical preferences.
Product and customer awareness	Understanding how technology decisions affect users, customers, product direction, and market position.
AI fluency	Understanding AI capabilities, limitations, risks, integration demands, and realistic use cases.
Commercial awareness	Investment decisions need to connect to value, cost, growth, efficiency, and competitive advantage.
Security and risk awareness	Recognizing where technology creates operational, reputational, compliance, or customer trust risks.
Communication	Explaining technical complexity to non-technical stakeholders without oversimplifying the consequences.
Executive influence	Shaping decisions with CEOs, boards, investors, product leaders, finance teams, and commercial stakeholders.
Team leadership	Building confidence, alignment, standards, and capability across engineering and technology teams.
Change leadership	Leading transformation across systems, teams, behaviors, workflows, and operating models.
Strategic prioritization	Deciding what to pursue, what to delay, what to stop, and what risks the organization is willing to accept.
Governance	AI, security, data, architecture, vendor, and platform decisions need clear accountability and decision-making discipline.

The balance of these skills changes as the role becomes more senior. Earlier in a technology career, credibility often comes from technical depth and delivery. At the CTO level, credibility comes from judgment: knowing which technical issues matter most, how they affect the business, and how to bring people with different priorities into a shared decision.

AI has made that skill stack more demanding

CTOs now need enough technical fluency to challenge hype, enough commercial understanding to prioritize valuable use cases, enough governance discipline to manage risk, and enough leadership range to help teams change how they work.

For aspiring CTOs, this can be a useful way to assess readiness. The question is not simply “Am I technical enough?” It is also “Can I influence strategy, communicate trade-offs, lead through uncertainty, and connect technology decisions to business value?”

The best way to assess where you are right now is to benchmark your skill set against those who were in your shoes until most recently.

Take the CTO Skills Assessment

Use it to identify your strengths, gaps, and development priorities as a current or aspiring technology leader.

AI Leadership Responsibilities for Chief Technology Officers

CTO must decide where AI fits, how it should be used, what risks need to be controlled, and how adoption will create measurable value.

That responsibility usually falls across five connected areas: strategy, integration, governance, risk, and adoption.

AI Strategy

The CTO should help define how AI supports the organization’s business goals.

This means moving beyond general enthusiasm and identifying where AI can improve products, customer experience, operational efficiency, decision-making, engineering productivity, or internal workflows.

The CTO does not need to own every business case, but they should help test whether proposed AI initiatives are technically realistic, commercially useful, and aligned with the priorities.

Useful questions include:

Which AI use cases are most likely to create measurable value?
Which opportunities depend on better data, systems, or process maturity?
Which experiments are worth running now?
Which ideas are interesting, but not yet ready for investment?
How will AI priorities connect to product, operations, customer, and revenue goals?

Without this strategic filter, AI activity can become scattered. Teams may experiment in different directions, vendors may shape the agenda, and the organization may confuse visible activity with real progress.

AI Integration

The CTO is responsible for making sure AI can work inside the orgs’ existing technology environment.

AI tools rarely create value in isolation. They need to connect with data, workflows, platforms, APIs, security controls, customer journeys, and operational processes. A promising AI use case can easily fail if it cannot access reliable data, fit into existing systems, or support the way teams actually work.

The CTO needs to consider the following factors:

Where AI should sit in the architecture
How models and tools will connect to existing systems
What data is required, and whether it is trustworthy
How outputs will be checked, monitored, or reviewed
How AI-enabled workflows will affect teams and customers
What technical debt or infrastructure constraints need to be addressed

This is where AI moves from experiment to implementation. The CTO’s job is to avoid isolated pilots and build the technical foundations needed for repeatable adoption.

For a detailed context, go to Tech Leaders Guide to AI Integration

Learn how to reconcile innovation, infrastructure, and security.

AI Governance

AI decisions need clear accountability.

The CTO must establish how AI use cases are approved, reviewed, monitored, and controlled. This is done by ensuring that the organization knows who is responsible for decisions that affect data, security, customer experience, employees, compliance, and brand trust.

Good AI governance should, therefore, make the following points very clear:

Who can approve AI tools and use cases
What data can and cannot be used
When human review is required
How AI outputs should be tested
How vendors are assessed
How risks are escalated
How performance and unintended consequences are monitored

Governance is especially important as AI adoption spreads across departments. Without clear guardrails, different teams may adopt tools independently, expose sensitive data, duplicate costs, or create inconsistent customer and employee experiences.

AI Risk

AI creates new forms of technology and business risk. The CTO ensures that the organization understands those risks without unnecessary lag in useful progress.

Key areas include security, privacy, compliance, bias, reliability, explainability, intellectual property, vendor dependency, and operational resilience.

Some risks are purely technical. Others, on the other hand, are organizational. However, many sit between technology, legal, security, HR, product, and customer-facing teams.

The CTO should answer questions such as:

What happens if an AI system produces inaccurate or misleading output?
What data is being shared, stored, or used for model training?
Which AI decisions need human oversight?
How do we prevent sensitive information from being exposed?
What happens if a vendor changes pricing, access, performance, or terms?
How do we test AI systems before they affect customers or critical processes?

The goal is not to block AI adoption but to make adoption safe, clear, and controlled enough to be trusted.

AI Adoption

AI leadership also requires preparing people to work differently.

The CTO has a mandate to help teams understand how AI should be used, where it can support their work, and where judgment still matters. This includes engineering teams, product teams, operations, customer support, data teams, and senior leadership.

Adoption depends on far more than just tool access. Teams need guidance, examples, training, workflows, and confidence, especially non-tech teams. They also need to understand the limits of AI, including when outputs need to be checked and when automation is inappropriate.

The CTO should help create the conditions for responsible adoption by:

Supporting practical training
Encouraging useful experimentation
Sharing/controlling approved tools and patterns
Defining acceptable use
Building feedback loops
Measuring impact
Helping managers adapt workflows
Reinforcing where human judgment remains essential

Effective CTOs treat AI adoption as an organizational capability, not a one-off project.

Learn how to redesign your organization for human-AI collaboration.

A playbook for turning AI ambition into secure, governed, and commercially useful implementation and moving from assistants to autonomous workflows.

Common Types of CTO Roles

There is no single version of the CTO role. The title can mean different things depending on the orgs’ size, stage, sector, product model, and leadership structure.

This is why two CTOs can have the same title but very different working weeks, as we often hear during weekly expert sessions and inside the Community discussions. One may be close to product architecture and engineering delivery. Another may spend most of their time with the board, regulators, enterprise customers, or transformation teams. Another may focus almost entirely on AI, data, platforms, and operating model change.

The most useful way to understand the variation is to look at the type of CTO role the organization needs.

Table 5: Types of CTOs w/ typical focus

CTO type	Typical focus
Startup CTO	Building the first technical foundation, product architecture, and engineering team.
Scale-up CTO	Creating systems, processes, leadership capacity, and technical foundations that can support growth.
Enterprise CTO	Aligning complex technology estates with business strategy, governance, security, and long-term transformation. May also be a Group CTO, managing several verticals.
Product-led CTO (CPTO)	Connecting product direction, customer needs, architecture, engineering delivery, and technical differentiation.
Platform or infrastructure CTO	Owning infrastructure, platforms, reliability, scalability, cloud strategy, and developer productivity.
Transformation CTO	Leading modernization, cloud migration, data strategy, AI adoption, or operating model change.
Fractional CTO	Providing senior technology leadership on a fraction of a project/scope for a fraction of the time.
AI-focused CTO	Leading AI strategy, integration, governance, platform choices, and organizational capability building.

These types are by no means fixed categories. In practice, CTO roles often combine several of them. A scale-up CTO may also be product-led. An enterprise CTO may also be responsible for transformation. A fractional CTO may be brought in specifically to support AI adoption, architecture decisions, or technical due diligence.

If you are interested in learning more about different types of CTO contracts, go here.

The important point is context

A strong CTO in one environment may not be the right fit for another. The skills needed to build a technical team from scratch are not identical to the skills needed to modernize a legacy enterprise estate, govern AI adoption, or advise a board on technology risk.

For aspiring CTOs, this distinction is useful because it helps clarify the type of role you are preparing for. For organizations, it helps define what kind of technology leadership is actually needed. A hiring brief that simply says “CTO” is rarely enough. The better question is: what technology challenge does this CTO need to lead?

Leaders comparing different development routes can use resources such as IT Career Path Mapping, CTO Programs Reviews, or explore the Fractional CTO route to think more clearly about which capabilities they need to strengthen next.

First 90 Days as a CTO

The first 90 days are not just about proving technical authority. They are about understanding the organization, building trust, identifying constraints, and deciding where technology leadership can create the most immediate value.

A new CTO needs to learn before they prescribe. That means getting close to the business context, not just the technology estate:

What is the organization trying to achieve?
Where is growth being blocked?
Which systems are fragile?
Where are teams moving too slowly?
What risks are already visible?
What expectations does the CEO, board, or executive team have for the role?

In the first 90 days, a CTO should, therefore, focus on:

Understanding the business model, strategic priorities, and commercial pressures
Assessing people, systems, architecture, delivery performance, and technology risk
Building relationships with executive peers, product leaders, engineering teams, data, security, finance, and operations
Identifying technical debt, delivery constraints, capability gaps, and organizational bottlenecks
Clarifying expectations with the CEO, board, founder, or executive sponsor
Finding early credibility-building wins without rushing into cosmetic change
Creating a realistic technology leadership agenda for the next stage

The biggest mistake is to arrive with a fixed answer before understanding the context.

A CTO who moves too quickly can damage trust, misread the organization, or solve the wrong problem. A CTO who moves too slowly can lose momentum and allow existing risks to deepen.

The goal is to build enough understanding to make better decisions

By the end of the first 90 days, the CTO should be able to explain where technology is supporting the business, where it is constraining progress, which risks require attention, and what priorities should shape the next phase of leadership.

Read the First 90 Days as CTO guide

How to Build CTO Readiness

Technical problems often have boundaries. Executive leadership problems rarely do. A CTO may need to make decisions with incomplete information, balance competing priorities, defend investment choices, manage risk, and explain why the best technical answer is not always the best organizational answer.

Table 6: The list of connected capabilities that assess CTO readiness

Readiness area	Practical impact
Strategic thinking	Understanding how technology choices support growth, resilience, customer value, and competitive position.
Business and finance understanding	Reading commercial context, investment trade-offs, budgets, margins, cost structures, and value creation.
AI and technology fluency	Knowing where emerging technologies can create value, where they introduce risk, and what foundations are needed for adoption.
Executive communication	Explaining technical trade-offs clearly to CEOs, boards, investors, and non-technical stakeholders.
Decision-making under uncertainty	Making informed choices when the data is incomplete, the risks are uneven, and the answer is not obvious.
Stakeholder management	Building trust across product, engineering, data, security, finance, operations, commercial teams, and executive leadership.
Team leadership	Creating the standards, structures, culture, and leadership capacity that help teams perform.
Governance and risk	Establishing clear decision-making around architecture, AI, security, data, vendors, compliance, and operational resilience.
Personal leadership maturity	Developing self-awareness, resilience, confidence, and the ability to lead through pressure and ambiguity.

The CTO has to move between levels: deep enough to understand consequences, broad enough to guide direction.

For aspiring CTOs, the development path often starts by identifying which gaps matter most. Some leaders need stronger commercial confidence. Some need more experience influencing senior stakeholders. Others need to improve strategic prioritization, AI governance, or organizational leadership. The answer often depends on the role they want, the organization they serve, and the risks they are expected to manage.

This is where structured development helps because the CTO role is not learned through technical experience alone. It requires exposure to strategy, finance, leadership, innovation, communication, and decision-making in complex environments.

Start with the Skills Assessment

Identify your strengths, gaps, and development priorities before deciding your next step.

The CTO role changes with context. A new CTO, an aspiring CTO, an engineering leader preparing for executive responsibility, and an experienced technology leader responding to AI will not all need the same next step.

Use these resources to continue from the area most relevant to your current challenge.

Table 7: The list of relevant resources for CTOs

Resource	Who it is for	Next step
First 90 Days as CTO	For new CTOs who need to establish credibility, assess the organization, and set clear leadership priorities.	Read the guide
AI Integration Playbook	For technology leaders responsible for turning AI ambition into practical, secure, and governed implementation.	Read the playbook
CTO Skills Assessment	For aspiring and current CTOs who want to identify strengths, gaps, and development priorities.	Assess your readiness
Digital MBA for Technology Leaders	For technology leaders who want structured development across strategy, leadership, business, and AI-era decision-making.	Explore the program
CTO Programs Reviews	For leaders comparing CTO courses, technology leadership programs, and executive education options.	Compare CTO programs

Frequently Asked Questions (FAQ)

What does CTO stand for?

CTO stands for Chief Technology Officer. It is a senior leadership role responsible for technology direction, technical capability, and the connection between technology decisions and business goals.

What does a Chief Technology Officer do?

A Chief Technology Officer leads technology strategy and helps align technical decisions with business priorities. Depending on the organization, a CTO may be responsible for architecture, engineering capability, product technology, AI adoption, innovation, security, governance, vendor decisions, and executive communication.

Is a CTO higher than a VP of Engineering?

Usually, yes. A CTO is typically more strategic and executive-facing, while a VP of Engineering is usually more focused on engineering execution, delivery, team performance, process, and quality.
In smaller companies, however, the distinction can be less formal. One person may cover both roles, or the VP of Engineering may operate with responsibilities that look similar to a CTO role.

What is the difference between a CTO and a CIO?

A CTO usually focuses on technology strategy, product technology, innovation, architecture, future capability, and emerging technologies such as AI.
A CIO usually focuses on internal technology systems, enterprise applications, IT operations, data infrastructure, compliance, service delivery, and corporate technology services.
The two roles often work closely together, especially in larger organizations where technology strategy and internal systems need to be aligned.

What skills does a CTO need?

A CTO needs technical judgment, strategic thinking, business awareness, communication, leadership, AI fluency, security awareness, and the ability to manage trade-offs.
As the role becomes more senior, the CTO also needs stronger executive influence, commercial understanding, governance discipline, team leadership, and decision-making under uncertainty.

How has AI changed the CTO role?

AI has made the CTO role more visible because organizations need senior technology leadership to assess use cases, manage risk, integrate tools, govern data, and explain AI’s business impact.
AI is not only a technical issue. It affects workflows, products, customer experience, security, privacy, compliance, workforce capability, and operating models. The CTO helps the organization decide where AI can create value and how it should be adopted responsibly.

How do you become a CTO?

Most CTOs build experience across engineering, architecture, product, leadership, strategy, and executive communication.
The path often starts with technical credibility, then expands into team leadership, delivery ownership, stakeholder management, business understanding, and strategic decision-making. Structured leadership development can help technical leaders prepare for the broader responsibilities of the role.

Key Takeaways

The CTO role is no longer defined by technical seniority alone, but by the quality of judgment a leader brings to business-critical technology decisions.

AI has raised the stakes because technology choices now affect more than systems and delivery. They shape how organizations compete, manage risk, build capability, and earn trust.

So, for current and aspiring CTOs, the real question is not simply whether they understand the technology. It is whether they can turn technical understanding into strategy, influence, governance, and measurable business value.

That shift rarely happens by accident. Even if it does, the gaps it creates are too large to overcome. The optimal path requires deliberate development across leadership, commercial thinking, communication, AI readiness, and executive decision-making.

The practical next step is to identify which capability gap is limiting your progress now: commercial confidence, AI governance, executive communication, strategic prioritization, or leadership range.

May 19, 2026

Chief Product & Technology Officer (CPTO) Role and Responsibilities

What if a product team and its CPO advocate one technology stack, but the engineering team and its CTO another? What if the lines between product and technology are completely blurred, like in organizations that offer purely tech-based products? The solution to both predicaments is often a new breed of leader: the Chief Product and Technology Officer (CPTO).

The CPTO role responds to the growing need for seamless integration between product vision and technological execution. It is at the intersection of strategy, innovation, technology, and leadership and has a single goal: to ensure that technology investments fuel the product roadmap and business goals.

TL;DR

CPTO = one exec accountable for both product outcomes and technology execution (roadmap + architecture + delivery).
Best fit when product and tech decisions are inseparable (SaaS/AI platforms) or when you need faster alignment (startups, transformations).
If you’re deciding between roles, use the CPTO vs CTO vs CPO comparison plus the “who owns what” decision-rights table (roadmap, architecture, reliability, security, etc.).
To make the role work in practice, implement the CPTO operating system: weekly tradeoffs, shared cadences, a decision log, and explicit delegation/guardrails.
Measure success with a single CPTO scorecard balancing product outcomes, delivery performance, reliability, security, and cost efficiency.
Watch for common failure modes (bottlenecking, feature-factory output, misaligned clocks, underinvesting in security) and apply the fixes early.

[Article last updated on February 25, 2026. Updates include: two comparison tables (CPTO vs CTO vs CPO, plus decision ownership), expanded practical sections on organizational design, operating cadence, decision rights, and a CPTO KPI scorecard. It now also includes a clear list of common failure modes with fixes, so you can diagnose issues and apply improvements immediately.]

Currently, over a dozen CPTO Jobs are posted on the JobLeads platform alone, with an average salary of $220,000. Additional Chief Product & Technology Officer jobs are also posted on Indeed.com.

This article explains the CPTO role: meaning, job description, responsibilities, required skills, challenges, and potential impact on your career trajectory. It also examines when this combined role makes sense for an organization.

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CPTO Job Description, Responsibilities, Required Skills, and Impact

As we said, a CPTO is a technology leader who blends technical expertise with an understanding of product strategy and market needs. They lead cross-functional teams, including engineers, product managers, and designers, to create innovative and successful products.

We can see how this process unravels just by looking into the responsibilities of a Chief Product Technology Officer.

Responsibilities

1. Product Strategy and Vision

Defines the overall product strategy
Ensures the strategy aligns with the company’s business goals and market opportunities.
Owns the product roadmap
Prioritises features
Guides the product development lifecycle.

2. Technology Roadmap and Execution

Leads the development and execution of the technology roadmap
Ensures the roadmap a) supports the product strategy and b) enables efficient product development (eg, technology selection, architecture design, and infrastructure management).

3. Team Leadership and Development

Leads and mentors cross-functional teams of engineers, product managers, designers, and data scientists.
Builds and fosters a collaborative and high-performing culture.

4. Innovation and Growth

Drives innovation by exploring new technologies, identifying emerging trends, and fostering a culture of experimentation.
Leads new product ideas and guides their development from concept to launch.

5. Data-Driven Decision Making

Leverages data and analytics to inform product and technology decisions, track progress, and measure success.
Promotes a data-driven culture across the organization.

6. Marketing and Evangelism (in some instances)

In SaaS-based companies, for example, the CPTO often acts as the head of the Product department; therefore, playing a lead role in marketing the product. In that capacity, the CPTO becomes the lead evangelist for the product. The role then also involves meeting and interacting directly with current and prospective consumers to relay the value and benefits while getting feedback and assessing their reception and experience with the product, much like the Field CTO role.

Skills and Expertise

Technical Proficiency
Product Management Expertise (end-to-end, including delivery and customer support)
Leadership and Communication
Business Acumen
Data Analysis and Interpretation

Organisational Impact

Improved alignment between product and technology teams.
Enhanced decision-making through joint product and technology perspectives.
Faster innovation cycles.
Increased collaboration.

When It Makes Sense to Have CPTO Instead of the Traditional Tech Leadership Duo

Distinguishing Responsibilities

The CTO (Chief Technology Officer) primarily focuses on the technical side of the business (ie, infrastructure, security, architecture, and the engineering team’s execution). In other words, the CTO’s job is to ensure the technology stack is robust, scalable, and aligned with industry best practices.

The CPO (Chief Product Officer), on the other hand, converges the customer and the product vision. The CPO understands user needs, market trends, and the competitive landscape. Based on these factors, the CPO defines the product roadmap, prioritises features, and ensures the product delivers value to users while achieving business goals.

[For more in-depth disambiguation between CTO and CPO roles, read our primer on CTO/CPO differences, friction, and transformative collaboration.]

But in some instances, these two roles merge into a CPTO (Chief Product and Technology Officer) who bridges the gap between product vision and technological execution. However, this is only possible if the CPTO possesses a strong understanding of both domains because the underlying purpose of the role is to achieve a perfect alignment between the product roadmap and the technology strategy.

TABLE 1: CPTO-CTO-CPO comparison table

Dimension	CPTO (Chief Product & Technology Officer)	CTO (Chief Technology Officer)	CPO (Chief Product Officer)
Primary accountability	One throat to choke for both product outcomes and technology execution	Technology strategy + engineering execution (how the product is built and run)	Product strategy + outcomes (what to build and why)
Core mandate	Align product bets with tech realities; optimize for value and feasibility	Build scalable, secure, reliable tech capabilities that enable the business	Maximize customer value and business impact through product direction
Typical decisions owned	Prioritization tradeoffs across discovery/delivery; sequencing across product + platform; build vs buy; architecture direction aligned to roadmap	Architecture, platform choices, engineering org model, delivery systems, reliability/security posture	Problem selection, roadmap themes, positioning, packaging inputs, experimentation strategy
KPI focus	Balanced scorecard: growth/retention + delivery speed + quality/reliability + cost	Delivery performance, system reliability, security, tech productivity, platform health	Adoption, activation, retention, NPS/CSAT, revenue expansion, roadmap impact
What “success” looks like	Faster, cleaner decisions; fewer handoffs; roadmap that ships and scales	Predictable delivery with high quality; resilient systems; strong engineering culture	Clear product strategy; evidence-based prioritization; measurable customer and business outcomes
Main internal interfaces	CEO, COO/CRO, Sales/CS, Eng, Product, Design, Data/AI	CEO/COO, Eng, Security, IT/Infra, Data/AI	CEO/CRO, Sales/Marketing, CS, Product, Design, Research
Typical scope of org	Product + Engineering (often Design and Data depending on org)	Engineering + Platform/Infra + Security (sometimes Data/AI)	Product + Design + Research (sometimes Data/Analytics)
Where the role spends time	Portfolio tradeoffs, roadmap + architecture alignment, org design/cadences, stakeholder alignment	Technical direction, engineering systems, platform investment, risk & resilience	Customer discovery, product strategy, roadmap, GTM alignment, outcome measurement
Common failure mode	Becomes a bottleneck or over-weights one side (tech or product)	Builds tech excellence disconnected from market/customer priorities	Drives roadmap without feasibility/operational constraints → delivery friction
Best fit contexts	Product-tech coupling is high; need speed/alignment; single product/platform focus	Complex tech stack, reliability/security needs, scale demands	Competitive product strategy needed; multi-segment markets; strong GTM/product motion
“Split roles” trigger	Multiple product lines, heavy compliance, large org scale → separate CPO + CTO	If product strategy is unclear or weak → need stronger product leadership	Product + Engineering (often Design and Data, depending on org)

A faster way to think about it is decision ownership.

TABLE 2: Who owns what

Area	CPTO	CTO	CPO
Roadmap	Owns	Co-owns	Owns
Architecture	Co-owns	Owns	Influences
Reliability (SLOs/uptime)	Co-owns	Owns	Influences
Pricing & Packaging	Influences	Influences	Co-owns
Data/AI (strategy + platform + product use)	Co-owns	Co-owns	Co-owns
Security	Co-owns	Owns	Influences

Ownership varies by company size and maturity; this shows the most common pattern.
Co-owns = accountable through shared KPIs/decision rights, even if execution is delegated.

When a CPTO Role Makes Sense?

Resource-Constrained Environments

We are primarily referring to start-ups and smaller companies that require streamlined decision-making and reduced friction between product and technology teams.

A good example is our own CTO, Jason Noble, who, for all intents and purposes, acted (and partially still acts) as the Chief Product & Technology Officer even though it wasn’t his formal role. But during the start-up phase and some time afterwards, his involvement checked all the boxes of the CPTO role.

Product-Led Organisations

That is, companies where technology is inseparable from the product (e.g., SaaS, gaming, AI-driven platforms…). As our next example demonstrates, these companies largely benefit from CPTO’s holistic approach to product development.

DataCamp leverages Gen AI to help engineers move forward when they hit a snag, but that’s also the origin of a contentious choice. The DataCamp engineering team preferred to use the newest LLMs available from OpenAI. The product team, on the other hand, wanted to wait until the models became available from Azure.

Eduardo Oliveira, DataCamp’s Chief Product and Technology Officer, made a decision: The smaller clients could use the faster, newer models, while the bigger companies had the default options of Azure and Microsoft, with an option to use a newer model from OpenAI.

Now imagine a common scenario with CTO and CPO backing their teams. It would take a while before these two find a common ground. This way, however, the decision was instant and, more importantly, flexible and based on mutual satisfaction.

Digital Transformations

When companies are undergoing significant digital shifts, a CPTO can lead the way by ensuring technology serves the evolving product strategy.

Agile Environments

Companies that prioritise agility and rapid iteration often benefit from a CPTO’s ability to quickly align product and technology decisions.

When Separate Roles Make More Sense

Complex organisational structures.
Diverse product portfolios.
Highly specialised technology.
In instances where the product and technology roadmaps have limited overlap or require very different skill sets.
Organizations operating in heavily regulated industries (eg, finance, healthcare, or any other that requires high levels of compliance and security).

Organizational Design: Who Reports to a CPTO (and when to split the role again)

A CPTO works best when product and technology are tightly coupled, and the organization benefits from a single prioritization and execution system. To make the role sustainable, define reporting lines, shared interfaces, and “split triggers” early, before scale turns alignment into overload.

Typical reporting lines to a CPTO

In many companies, the CPTO owns an integrated “build organization” that includes:

Product Management (PMs, Group PMs, Product Ops, where applicable)
Engineering (Engineering Managers, Tech Leads, QA/Quality Engineering)
Design (Product Design, UX Research, sometimes via a Design Director)
Data/AI (varies by company):
- If data/AI is core to the product: Data Engineering/ML Platform/Applied ML often sits under CPTO or is co-led with a Head of Data/AI.
- If data is enterprise-wide, it may sit under COO/CIO with strong dotted-line alignment to CPTO.

Common dotted-line partners (usually not direct reports):

Security (CISO/Head of Security)
IT/Corporate systems
Revenue org leaders (CRO, Sales, Customer Success) for roadmap alignment and customer feedback loops

Remember:

The goal isn’t “CPTO owns everything.” The goal is one decision system for product bets, technical feasibility, and delivery capacity.

Two practical patterns that work well

Pattern A: Integrated Product + Engineering (most common)

Product and Engineering report directly to CPTO.
Design and Data/AI either report to CPTO or are tightly partnered with clear shared metrics.

Pattern B: Platform + Product Lines

CPTO oversees Product + Engineering, with an explicit split between:
- Product-line teams (customer-facing outcomes).
- Platform teams (reliability, developer experience, shared services).
This pattern reduces roadmap friction and prevents platform work from being perpetually deprioritized.

“Split triggers”: when it’s time to separate CPO and CTO again

Even if the CPTO model works initially, scaling can create a natural need to split roles. Consider separating CPO and CTO when you see one or more of the following:

Multiple product lines/markets with conflicting strategies and GTM needs.
High regulatory burden (finance, health, critical infrastructure), where security/risk leadership becomes a full-time executive focus.
Rapid headcount growth (coordination cost rises; leadership bandwidth becomes the constraint).
Deep technical specialization required (e.g., heavy infra/platform, complex AI/ML, embedded/hardware).
Reliability is existential (availability, latency, safety, compliance) and requires dedicated executive attention.
M&A or multi-platform integration where architecture complexity dominates.

Rule of thumb:

If the CPTO is spending most weeks making either product strategy calls or technology risk calls—and the other area is consistently under-served—it’s time to split.

If you keep the CPTO role at scale, reduce overload with explicit structure

Appoint strong “second-in-command” leaders: VP Product and VP Engineering (or equivalents).
Make platform/reliability/security investment non-negotiable via capacity allocation.
Keep a single scorecard, but assign clear owners per metric category.
Protect focus time: fewer meetings, more decision clarity, more delegation.

Operating Model: How a CPTO Runs the Organization

A CPTO’s job is to turn strategy into a repeatable decision-and-delivery system—where product bets, technical direction, and execution capacity stay aligned week after week (not just at quarterly planning).

The CPTO Operating System (the “minimum viable” version)

Most high-performing CPTOs rely on a small set of cadences + artifacts + decision rights:

Cadences

Weekly: Prioritization & tradeoffs (60–90 min)
One meeting to resolve the hard calls: what ships, what slips, what gets staffed, and what is blocked by dependencies.
Weekly or biweekly: Product discovery review (45–60 min)
Validate problem selection, experiment design, and learning velocity (not feature status).
Biweekly: Delivery/execution review (45–60 min)
Focus on flow: blockers, scope creep, cross-team dependencies, and time-to-value.
Monthly: Architecture & platform review (60–90 min)
A lightweight forum to prevent “architecture by Slack” and align platform investment with roadmap needs.
Quarterly: Planning + capacity allocation (half-day to 2 days)
Agree on themes, measurable outcomes, and an explicit capacity split (e.g., product bets vs platform vs risk reduction).

Core artifacts (keep these simple and public)

Outcome roadmap (themes + measurable outcomes, not just features).
Tech roadmap (platform investments tied to business outcomes).
Decision log (what we decided, why, and what we’ll revisit).
Capacity model (who is working on what and what gets deprioritized).
Scorecard (a small set of KPIs spanning product outcomes + delivery health + reliability/security).

Decision Rights: What the CPTO Decides vs Delegates

The CPTO should own the decision framework, but avoid becoming the bottleneck.

CPTO should personally own:

Portfolio-level prioritization (product bets vs platform vs risk work).
Roadmap sequencing when tech constraints and customer value collide.
Build vs buy tradeoffs with clear evaluation criteria.
Cross-org dependencies and “who decides” conflicts.
Hiring/structure decisions for Product + Engineering leadership.

CPTO should delegate (but stay accountable through metrics):

Technical implementation details (to engineering leadership).
Day-to-day delivery execution (to EMs/TPMs).
Specific domain roadmaps (to PMs/Group PMs and tech leads).

If everything requires CPTO approval, the org will slow down. A strong CPTO builds a system where teams can decide quickly inside clear guardrails.

A Practical Template for Fast Alignment (use this in every meeting)

When tradeoffs appear, resolve them with the same set of questions:

What outcome are we optimizing for? (customer value + business impact)
What’s the constraint? (reliability, security, time, cost, dependencies)
What’s the smallest bet that proves/disproves the hypothesis?
What are we explicitly NOT doing this cycle? (make deprioritization visible)

If unsure how to create it, use this decision-making framework template.

First 30 Days: What a New CPTO Should Implement

Publish a single shared roadmap view (outcomes + delivery milestones).
Establish a weekly tradeoff cadence and a decision log.
Define capacity allocation (what % goes to roadmap vs platform vs risk).
Align on scorecard metrics across Product + Engineering.
Clarify decision rights (who owns what, what escalates).

CPTO KPIs

A CPTO is accountable for results (product impact) and the system that produces results (delivery capability, reliability, security, and cost).

The simplest way to manage that tension is a single scorecard that Product and Engineering review together. But the scorecard must balance product outcomes and engineering health.

The CPTO Scorecard (recommended categories)

1) Product outcomes (are we creating value?)

Adoption & activation: % of users reaching “aha” moments, onboarding completion, and feature adoption.
Retention & engagement: churn/retention, DAU/MAU (or equivalent engagement signals).
Customer value: NPS/CSAT, support ticket trends, and time-to-value.
Business impact: revenue growth/expansion (where relevant), conversion rate, and ARPA/ARR impact per initiative.

2) Delivery performance (can we ship predictably?)

Lead time: idea → shipped (or PR → production, depending on level).
Throughput: meaningful releases per period (avoid vanity “number of tickets”).
Predictability: planned vs delivered (variance), roadmap stability.
Quality: escaped defects, rollback rate, and incident rate linked to recent changes.

3) Reliability & operational excellence (can customers trust it?)

SLO attainment: uptime, latency, error rate, and availability by critical user journey.
MTTR: mean time to restore (how fast you recover).
Change failure rate: how often deployments cause incidents.
Operational load: on-call burden, toil percentage.

4) Security & risk (are we reducing exposure?)

Critical vulnerabilities: time-to-patch, open critical/high findings.
Security posture: compliance controls coverage, audit outcomes (where relevant).
Access hygiene: privileged access reviews, MFA coverage, secrets rotation cadence.
Data risk: incidents, data classification coverage, model/data governance maturity (if AI).

5) Cost & efficiency (is the platform sustainable?)

Infrastructure cost per customer/per transaction.
Cloud spend variance: forecast vs actual; unit economics trends.
Engineering efficiency: % time in feature work vs toil; rework rate.
Platform leverage: reuse rate, internal developer satisfaction (DX), build times.

How to Use the Scorecard (without turning it into bureaucracy)

Review Product outcomes + Delivery + Reliability weekly/biweekly (keep it short).
Review Security + Cost at least monthly, or whenever risk/spend spikes.
Tie the major initiatives to one primary outcome metric and one guardrail metric (e.g., activation ↑ while error rate stays within SLO).

The CPTO’s job isn’t to maximize every metric. It’s to make tradeoffs explicit and keep the organization aligned on what matters this quarter.

Quick-starter Set of metrics (if you want the minimum viable version)

If you need to start simple, pick 8–10 metrics total:

Activation, retention, NPS/CSAT (or support volume trend).
Lead time, predictability variance, and escaped defects.
SLO attainment and MTTR.
Critical vulnerability time-to-patch.
Infra cost per customer/transaction.

Charting a Career Roadmap

The CPTO role is a relatively new addition to the tech leadership landscape, and the path to this position may not be as clearly defined as traditional roles like CTO or CPO. However, with the right blend of skills, experience, and strategic planning, you can successfully navigate your way to this position. Let’s see what you need to do if you are a CTO, CPO, or Tech Lead.

CTO-to-CPTO

Expand your focus beyond technology to encompass product strategy, user experience, and market analysis.
Seek opportunities to collaborate closely with product teams.
Contribute to product roadmaps.
Develop a deeper understanding of the customer.

CPO-to-CPTO

Strengthen your technical foundation by immersing yourself in the technology that powers your products.
Gain a solid understanding of software development principles, architectural patterns, and emerging technologies.
Collaborate closely with engineering teams and actively participate in technical discussions.

Senior Engineers/Tech Leads-to-CPTO

Develop your leadership skills by taking on larger projects, mentoring junior engineers, and actively contributing to strategic decisions.
Seek opportunities to lead cross-functional initiatives.
Demonstrate your ability to bridge the gap between technology and product.

Developing Essential Skills

Consider pursuing advanced degrees like an MBA or a Master’s in Technology Management to gain a broader business and leadership perspective.
Enrol in targeted training programs (like those offered by CTO Academy) that focus on product strategy, leadership development, and technology management.
Seek out roles that provide exposure to both product and technology, such as leading cross-functional teams, managing product development lifecycles, or contributing to technology roadmaps.
Stay ahead of industry trends, emerging technologies, and best practices in both product and technology through online courses, conferences, and industry publications.

How to Answer the Challenges of the Role?

The CPTO role requires a broad understanding of both product and technology. Therefore, focus on developing a strong foundation in both areas while leveraging your team’s expertise for deeper dives.

Another challenge is aligning product and technology teams. This requires strong communication, collaboration, and leadership, but above all, a culture of shared ownership and accountability.

Speaking of team alignment, what about conflicting priorities?

We all know that balancing the demands of product development with the complexities of technology management can be really challenging, don’t we?

To solve this problem, you must establish a very clear and adaptable decision-making framework. In other words, base all decisions on a strong framework that provides consistent guidance while allowing for flexibility when needed. (get the decision-making framework template here)

However, even that won’t help if you fail to develop strong prioritisation skills. Perfecting your prioritisation skills plays a pretty much pivotal role because, as a CPTO, you are constantly balancing between product development and technology initiatives. That’s why our Digital MBA for Technology Leaders involves different aspects of prioritisation within their broader topics, offering insights that help technology leaders improve their prioritisation skills.

Let’s now briefly explain the most common failure modes so you can better understand the challenges of the role.

Digital MBA for Technology Leaders by CTO Academy - leaderboard banner

Common CPTO Failure Modes (and how to fix them)

Combining Product and Technology leadership creates speed and alignment, but it also creates predictable failure modes. Use the list below as a diagnostic: if you recognize the symptom, apply the fix immediately.

1) The CPTO becomes the bottleneck

Symptom: Everything requires CPTO approval. Decisions queue up. Teams wait, momentum slows, and “alignment” turns into paralysis.

Fix:

Define decision rights and guardrails.
Push decisions down with clear escalation rules (e.g., “Only cross-team tradeoffs, major spend, or security exceptions escalate”).
Create a lightweight decision log so teams learn how decisions are made.

Quick test: If you’re in more than one meeting where you’re approving the same type of decision, that decision should be delegated.

2) Over-indexing on technology excellence at the expense of customer value

Symptom: Beautiful architecture, slow impact. Platform work crowds out outcomes, and customers don’t feel progress.

Fix:

Tie platform investments to explicit product outcomes and pick one primary outcome metric + one guardrail per initiative.
Use a capacity split (e.g., bets vs platform vs risk reduction), so tradeoffs are transparent.

3) Over-indexing on product demand at the expense of feasibility and reliability

Symptom: Roadmaps churn, teams thrash, reliability declines, and delivery becomes reactive.

Fix:

Make feasibility a first-class input: enforce “definition of ready” for bets (dependencies, risk, security, performance).
Reserve capacity for reliability and tech debt.
Protect SLOs as non-negotiable guardrails.

4) Feature factory mode (shipping output, not learning)

Symptom: Lots of activity, unclear impact. Roadmaps are feature lists; experiments are rare; success is “we shipped it.”

Fix:

Switch the roadmap to outcomes + hypotheses.
Require evidence checkpoints: problem validation, experiment plan, and post-launch measurement.
Reward teams for learning velocity and measurable impact.

5) Product and Engineering run on different clocks

Symptom: Discovery moves fast, delivery moves slow (or the reverse). Plans don’t sync; handoffs cause rework.

Fix:

Implement a shared operating cadence: weekly tradeoffs, biweekly discovery review, execution review, and a monthly architecture/platform review.
Align on the same scorecard and define shared definitions of “done.”

6) “Shadow priorities” from stakeholders

Symptom: Sales escalations and exec asks continuously override plans; teams constantly pivot.

Fix:

Create a single intake and prioritization process with visible tradeoffs.
Use a simple rule: “If it’s urgent, we decide what it displaces.”
Make deprioritization public.

7) Under-investing in security and risk until it becomes a crisis

Symptom: Security is treated as a checklist; vulnerabilities pile up; incidents surprise the org.

Fix:

Put security on the scorecard (time-to-patch, critical findings, control coverage).
Establish clear exception handling (who can accept risk, for how long, with what compensating controls).

Conclusion

The role is in demand, with many open positions and competitive salaries. However, it does require a specific blend of technical proficiency, product management expertise, leadership, communication, business acumen, prioritization, and data analysis skills.

On the other hand, if you successfully bridge the almost inevitable gap between product vision and technology execution, it will most certainly lead to improved alignment between product strategy and technology investments, enhanced decision-making, faster innovation, and increased collaboration within an organisation.

Therefore, whether you’re a CTO seeking to expand your influence, a CPO looking to deepen your technical expertise, or a senior engineer with aspirations of leading at a higher level, the CPTO path presents a compelling opportunity in technology and product development.

Frequently Asked Questions (FAQ)

What is a CPTO (Chief Product & Technology Officer)?

A CPTO is an executive who owns both product outcomes and technology execution. The role exists to ensure product strategy, roadmap priorities, architecture decisions, and delivery capacity are aligned under one decision-making system, reducing friction and improving speed.

What does a CPTO do day to day?

A CPTO runs the operating system that keeps product bets and execution aligned: setting priorities, resolving tradeoffs, removing dependencies, and keeping teams focused on measurable outcomes. Practically, that means maintaining a shared roadmap view, reviewing discovery and delivery flow, and ensuring platform, reliability, and security work don’t get deprioritized.

How is a CPTO different from a CTO?

A CTO primarily owns technology strategy and engineering execution: architecture, platform choices, reliability, security posture, and how engineering operates.
A CPTO owns those responsibilities and product outcomes, meaning they also lead product strategy/roadmap decisions and balance customer value against technical feasibility, risk, and cost.

How is a CPTO different from a CPO?

A CPO primarily owns product strategy and outcomes: customer needs, market fit, roadmap themes, prioritization, and product impact metrics.
A CPTO owns those responsibilities and technology execution, ensuring roadmaps can ship predictably and scale sustainably.

When does it make sense to have a CPTO instead of separate CTO + CPO roles?

A CPTO model works best when product and technology decisions are inseparable (common in SaaS, gaming, and AI-driven platforms), when speed and alignment are critical, and when an organization benefits from a single leader resolving tradeoffs across product bets, platform investment, reliability, and security.

When is combining the roles a bad idea?

It’s often a poor fit in complex organizational structures, diverse product portfolios, highly specialized technology environments, or heavily regulated industries where security, compliance, and risk require dedicated executive focus. It can also fail when leadership bandwidth becomes the constraint as the organization scales.

What does a CPTO typically “own,” vs “co-own,” vs “influence”?

Most commonly: CPTO owns the roadmap alongside the CPO’s domain ownership, co-owns architecture, reliability, data/AI strategy, and security outcomes with the CTO (or equivalent leaders), and influences pricing/packaging decisions with commercial and product leaders. In practice, “co-own” means shared KPIs and explicit decision rights.

What teams usually report to a CPTO?

In many organizations, Product and Engineering report to the CPTO, and sometimes Design and Data/AI (especially when AI is core to the product). Security and IT often remain separate executive functions but partner through dotted-line alignment and shared metrics.

What are the most important KPIs for a CPTO?

A CPTO scorecard should balance product outcomes (adoption, retention, customer value, business impact) with delivery performance (lead time, predictability, quality), reliability (SLO attainment, MTTR, change failure rate), security/risk (time-to-patch, critical findings, posture), and cost efficiency (unit economics like infra cost per customer/transaction).

What are the most common CPTO failure modes?

The big ones are becoming a bottleneck, over-indexing on technology excellence at the expense of customer value, over-indexing on product demand at the expense of feasibility/reliability, drifting into “feature factory” output, running product and engineering on different cadences, allowing stakeholder “shadow priorities,” and under-investing in security until it becomes a crisis.

What should a new CPTO do in the first 30–90 days?

Start by establishing one shared roadmap view (outcomes + milestones), a weekly tradeoff cadence, and a lightweight decision log. Then define capacity allocation (roadmap vs platform vs risk), align Product and Engineering on a single scorecard, and clarify decision rights so teams can move fast without escalating everything.

What background makes the best CPTO (CTO vs CPO vs engineering leader)?

Strong CPTOs can come from either side, but they must develop credibility in both. CTOs moving into CPTO typically need to deepen customer and product strategy skills; CPOs moving into CPTO need a stronger technical foundation and comfort with architecture, reliability, and security tradeoffs; senior engineering leaders need broader product strategy exposure and cross-functional leadership experience.

December 20, 2024

Field CTO Job Description w/ Salary Breakdown & Career Prospects
In this post, we explain the relatively new Field CTO role and how it differs from a more traditional Chief Technology Officer role. We will see how a Field CTO job description determines the type of person suitable for the job. We will take a look at the job prospects and, of course, the average salary.

First things first…

What is a Field CTO?

A Field CTO is a high-ranking executive role that is becoming ever more popular in tech companies (IT, software or telecommunications industries). Their primary responsibility is bridging the gap between technology and business strategy while also engaging directly with customers and partners. In other words, the focus is on developing an innovative approach to dealing with customers’ problems. This is not something a traditional CTO usually does, at least not to such an extent.

In fact, Confluent’s FCTO, Kai Waehner, claims that there is less than 10% overlap between FCTOs and the more traditional technical leaders in day-to-day tasks. He also defines the Field CTO as a trusted and well-known advisor for the product and technology that the employer sells to make customers successful around the world. Translated, that means frequent communication with customers, which, by itself, can be challenging for most existing and soon-to-be technical leaders. Because, as you will learn, FCTOs are becoming the public spokespersons of choice for their companies.

Key Aspects of the Field CTO Role

The FCTO must possess business acumen and a deep understanding of the market. The reason is simple: the primary focus is on customers’ problems and innovation. As an FCTO, you want to map all the challenges into the vendor’s product portfolio.

Forward-operating aspects of the role

Another element that largely differs from the traditional role is technical evangelism. You will be directly responsible for (actively) promoting your company’s technology solutions. To put it bluntly, you will evangelise them to customers, partners and the broader industry. This involves articulating the value and benefits of the company’s offerings. Not exactly an ideal job for someone who’s struggling with open communication, is it?

So, unlike our traditional CTO who is mostly inside-oriented, an FCTO frequently engages with customers to a) better understand their technology needs, and b) identify opportunities. It is the only way to perfectly align the company’s products or services with customer requirements. Naturally, this often involves building and maintaining strong relationships with key customers and partners.

Inside-oriented roles

With such a deep understanding of customers’ needs, FCTOs often collaborate with the sales and marketing teams to help them understand the technical aspects of the company’s products or services. They may even participate in sales meetings, provide technical expertise during customer presentations and assist in closing deals. That involvement, however, doesn’t extend to active selling.

FCTOs of technology companies, due to the nature of their involvement, hold an important role in merger and acquisition processes.

Since they act as a bridge between the engineering and business teams, FCTOs work closely with in-house CTOs and engineering teams on product development. They are there to provide valuable input into the development of new products or services. Additionally, they help prioritise development efforts. This, in turn, ensures that products align with market needs and technological trends.

What makes the FCTO such a valuable addition to the development process is the feedback loop they gather from customers in the field. That Information and data is relayed to the internal teams responsible for product development and improvements. This helps the company to stay responsive to market demands.

Many Field CTOs are seen as industry thought leaders. They may write articles, speak at conferences and represent their company in public forums to showcase their expertise and vision in the technology domain.

It’s clear that a Field Chief Technology Officer plays a pivotal role in aligning technology with business goals, fostering customer relationships and driving innovation. However, we must note that the specific responsibilities and influence of an FCTO can vary depending on the company’s size, industry and strategic objectives.

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What is the Difference Between a Field CTO and a Part-Time or In-House CTO?

The roles differ primarily in terms of responsibilities, level of engagement and the nature of their employment. Here are some key distinctions:

Field Chief Technology Officer (Field CTO)

Engagement Level: FCTOs often have a broader role that involves customer engagement, technology strategy, market evangelism and thought leadership.

Customer Interaction: They actively engage with customers, partners and the broader industry to understand market needs, build relationships and represent the company’s technology vision.

Responsibilities: FCTOs are less involved in the day-to-day technical operations of the company. They are, however, instrumental in aligning technology with business goals, shaping the technology strategy and ensuring that the company’s offerings really do meet market demands.

Full-time position: They may hold a full-time position in the company but may spend a significant amount of time externally, interacting with customers and industry stakeholders. In fact, some jobs can involve remote working.

Part-Time CTO

Engagement Level: Part-time CTOs have a reduced level of engagement compared to full-time CTOs. They are typically engaged on a part-time or consulting basis.

Responsibilities: These may include providing technical guidance, reviewing technical decisions and offering strategic input. However, they may not be deeply involved in day-to-day operations or product development.

Flexibility: Part-time CTOs are often hired for their expertise on specific projects or to address particular technical challenges. Their engagement can be flexible and tailored to the company’s needs.

In-House, Full-Time CTO

Engagement Level: In-house, full-time CTOs are deeply embedded within the company and are responsible for the overall technology direction and management.

Responsibilities: They have a wide range of responsibilities, including overseeing technical teams, product development, infrastructure management, budgeting and developing technical strategy.

Commitment: In-house CTOs are committed to the company on a full-time basis and are responsible for the day-to-day technical operations. They are often part of the senior executive team. However, in start-ups and smaller organisations, they have a more hands-on role.

In summary, the key differences revolve around the level of engagement, the scope of responsibilities, and the nature of the employment arrangement. Field CTOs are more externally focused, part-time CTOs offer flexibility for specific needs, and in-house, full-time CTOs are deeply involved in the company’s technical operations and strategy. The choice between these roles depends on the company’s size, goals and resource availability.

What are the responsibilities of a Field CTO?

(click to enlarge/download)

The responsibilities of an FCTO vary depending on the organisation and its specific needs. However, the role generally encompasses a combination of the following responsibilities (this is, effectively, a summary of everything we discussed so far and, quite often, from the job requirements on job boards):

1. Customer Engagement
- Build and maintain strong relationships with key customers and partners.
- Act as a trusted advisor to customers, understanding their technology needs and providing solutions.
2. Technology Strategy
- Define and execute the company’s technology strategy in alignment with business goals.
- Identify emerging technologies and assess their potential impact on the business.
3. Sales Support
- Collaborate with the sales and marketing teams to provide technical expertise during customer presentations and assist in closing deals.
- Help sales teams understand and communicate the technical aspects of the company’s products or services.
4. Product Development and Innovation
- Provide input into the development of new products or services to ensure they align with market needs and technological trends.
- Serve as a bridge between the engineering and business teams, helping prioritise development efforts.
5. Thought Leadership
- Act as an industry thought leader by writing articles, giving presentations and representing the company in public forums.
- Showcase expertise and vision in the technology domain to enhance the company’s reputation.
6. Technical Evangelism
- Promote the company’s technology solutions to customers, partners and the broader industry.
- Articulate the value and benefits of the company’s offerings.
7. Feedback Loop
- Gather feedback from customers and the field, and relay this information to internal teams responsible for product development and improvement.
- Ensure that the company stays responsive to market demands and customer feedback.
8. Competitive Analysis
- Monitor the competitive landscape, assess the strengths and weaknesses of rival companies’ technology offerings and provide insights to inform the company’s strategy.
9. Industry Trends
- Stay up-to-date with industry trends and technological advancements, and assess their potential impact on the business.
10. Collaboration with Internal Teams
- Work closely with various internal departments, including engineering, product management and executive leadership, to align technology initiatives with overall company goals.
11. Strategic Planning
- Contribute to the development of long-term technology and innovation strategies for the company.
- Ensure that technology investments align with the company’s growth and profitability objectives.
12. Risk Management
- Assess and mitigate technical risks associated with the company’s products or services.
- Ensure compliance with industry regulations and best practices.
As you can see, some of the responsibilities are universal; that is, closely similar to those of a traditional CTO. The specific responsibilities, however, extend beyond technical matters to encompass business strategy and customer relationships. In fact, some Field CTOs aren’t even coding-savvy. But they do know how to best navigate code developers to get exactly what the market demands.

What skills and experience are required to be a Field CTO?

In a nutshell, the role requires a combination of technical expertise, leadership skills, business acumen and a deep understanding of the industry, just like every other CTO. But there are the skills and experience particularly required for this role:

Education and Skill Set Qualifications
- Bachelor’s Degree in Computer Science, Management Information Systems and/or Business Administration (ideally custom-tailored for technology leaders) or ~10+ years of IT sales or solution architecture experience.
- 5-10 years of industry-related experience and 5+ years of experience in a role similar to CTO, CIO, VP/Dir of Engineering, Operations or Product Development.
- 10+ years of architecture experience building, consulting or implementing technology for the relevant industry.
- Knowledgeable in the challenges impacting the relevant industry and the application of industry-specific use cases.
- A broad range of experience with technical and design direction that may also include large-scale database and/or data warehouse technology, ETL, analytics and public cloud technologies.
- Familiarity with data providers and data aggregators.
- Understanding of industry-specific concepts and applications.
- The ability to travel to customer sites, industry events and other related events as required (in some instances, over 30% of time FCTOs spend travelling or working outside of the company’s premises!)
Required Experience
- Demonstrated ability to conduct conversations and quickly establish credibility with C-level individuals and other business executives where selling solutions are the focus (ie, outstanding presentation skills to both technical and executive audiences).
- Work experience in a client environment, ideally in a leadership capacity.
- Strong interpersonal and presentation skills including consulting skills.
- Strong oral and written communication skills.
As always, it is important to note that the specific requirements for an FCTO can vary depending on the company, its industry and its strategic goals. In some cases, soft skills and industry-specific knowledge may be just as important as technical expertise. Successful Field CTOs are well-rounded individuals who can bridge the gap between technology and business, providing valuable leadership and insights to drive the company’s success.

What are the career prospects for Field CTOs?

We know that FCTOs play a crucial role in the technological needs of an organisation. Consequently, the number of Field CTO jobs has slowly increased over the last few quarters.

For instance, Honeycomb, a company that offers a software debugging tool as a service, appointed an FCTO only a year ago. As Field CTO, Liz Fong-Jones will work with the executive teams on the company’s strategic customers while continuing to bring cutting-edge technologies into the Honeycomb fold.

Just like a traditional role, the FCTO position provides substantial benefits. We are talking about:
- Top salary possibilities
- Equity or shareholder offerings
- Leadership opportunities
- Reputation development
- Recognition and enterprise-level goal achievement.
In terms of career progression, FCTOs can look forward to roles in higher executive management or opportunities in consulting or entrepreneurship. They can also transition into specialised roles within the tech industry depending on their areas of expertise. It’s important to note that the specifics can vary based on individual career goals and market trends.

What is the salary range for Field CTOs?

The average Field CTO salary is $189,711 per year. However, this can vary based on factors such as location, company size and individual experience.

For example, Snowflake offers an estimated base salary between $150,000 – $234,600, plus entry into Snowflake’s bonus and equity plan.

The successful candidate’s starting salary is usually determined by skills, experience and location. FCTOs are frequently offered competitive benefits packages, which commonly include:
- Medical, dental, vision, life, and disability insurance along with a 401(k) retirement plan
- Flexible spending and health savings account
- Paid holidays and time off
- Parental leave, etc.
What are some of the biggest challenges and opportunities facing Field CTOs today?

Challenges:
- Technological Changes (ie, the rapid pace of technological evolution that requires high levels of adaptability).
- A shortage of IT Professionals (creates a challenge in managing day-to-day operations).
- Strategic Role (requires balancing the strategic role and daily operations).
Opportunities:
- Operational Possibilities (technology is now much more embedded in day-to-day life, thus providing more business opportunities which, in turn, creates a wider array of operational possibilities for FCTOs).
- Digital Transformation (still a dominant force, with its growth predicted to reach $3.4 trillion by 2026).
- Technical Vision (ie, the opportunity to architect a technical strategy that seamlessly aligns with business objectives).
Conclusion

The future for any type of technology leader is becoming increasingly challenging as we have explained in our recent post about what lies ahead for leadership in the technology sector.

Field CTOs, as a relatively new role in the world of technology leadership, have yet to discover what bumps may be awaiting them down the road.

That’s why here at CTO Academy, we are continuously working to identify both challenges and opportunities and to educate and inform our members. Our Global Community of Tech Leaders is actively involved in daily discussions and problem-solving, helping each other in their day-to-day operations. All members have a unique opportunity to shadow seasoned CTOs and learn from them during live sessions and Expert Q&As.

A long time ago, we became aware that the only way to successfully overcome the hurdles is a peer-powered trust of brains and cumulative experience. Existing and future Field CTOs can greatly benefit from such a community because it removes much of the unknown from the equation. Because if you don’t know that the obstacle exists, you will inevitably trip over.
January 15, 2024

IT Manager: Role, Responsibilities, Skills and Average Salary

An IT Manager (a.k.a Information Technology Manager) oversees and manages IT operations, systems, and infrastructure. Additionally, they serve as a connection between technology strategies and the broader goals of the organisation.

As such, they a) ensure the efficient, secure operation of IT resources and b) nurture the overarching objectives of the business.

TL;DR

An IT Manager (Information Technology Manager) keeps the organisation’s technology running reliably, securely, and cost-effectively—while translating leadership strategy into execution across operations, projects, people, and vendors. v2-IT Manager-Role_Responsibili…
In practice, the role spans seven core areas: planning & alignment, team leadership, budgeting, project delivery, IT operations/ITSM (incl. SLAs), security & risk (incl. DR), and vendor/stakeholder management. v2-IT Manager-Role_Responsibili…
High-performing IT Managers run IT like a service and track outcomes using metrics such as uptime, MTTR/MTTA, SLA compliance, change success rate, patch/vulnerability SLAs, CSAT, and cost per user/ticket. v2-IT Manager-Role_Responsibili…
Salary varies by market and scope. In the US, this article cites $101K–$157K (median total ~$125,550). In the UK, it cites ~£42,500 average so far (with some London listings at £55,000+).

[Last updated: February 25, 2026 — Expanded the article with an at-a-glance role snapshot, a detailed responsibilities matrix (including KPIs and common tools/processes), and a dedicated IT Manager KPI framework to clarify how success is measured in real organisations. It now also contains refreshed salary framing by including both US and UK reference points and ensures the FAQ reflects the updated structure.]

Common Types of IT Managers

Infrastructure Manager
Operations Manager
Security Manager
Project Manager
Application Development Manager
Service Manager

Depending on the organisation’s size, industry and specific requirements, it’s common to have a mix of these roles or even additional positions to meet the technology needs.

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IT Manager (IT Management): Quick Definition & Role Snapshot

An IT Manager leads the day-to-day delivery of technology services for a company. The role blends hands-on operational ownership (reliability, support, security, and delivery) with planning and prioritisation (roadmaps, budgets, vendors) to ensure IT enables business outcomes—not bottlenecks them.

What an IT Manager typically owns

IT operations and support (service desk, incident response, SLAs)
Infrastructure and core systems reliability (network, devices, cloud/on-prem)
Security hygiene and risk management (patching, access control, DR readiness)
Project delivery (scoping, vendor selection, rollout, adoption)
Budgeting and vendor management (contracts, renewals, cost control)
Team leadership (hiring, coaching, performance, process improvement)

Who they work with

Reports to: often an IT Director, CIO, CTO, COO, or CEO (varies by company size)
Partners with: department heads (Finance, HR, Sales, Ops), Security/Compliance, and vendors/MSPs

Typical scope (varies by organization)

Team: 1–15+ IT staff (or oversight of an MSP + internal stakeholders)
Environment: endpoints + identity + network + apps + cloud services
Accountability: uptime, service quality, security posture, and delivery timelines

What this role is not (in most companies)

Not primarily a hands-on SysAdmin role (though smaller companies may combine both)
Not an executive strategy role like a CTO/CIO (IT Managers execute and operationalise strategy)

If you’re hiring for this role

Look for someone who can translate business needs into a practical roadmap, run reliable operations, manage risk, and lead people, without losing the ability to dive into technical decisions when needed.

The Key Responsibilities of an IT Manager

The IT Manager typically holds a mid-level managerial position and is responsible for the day-to-day management of the IT department.

Their role is more operational and tactical than that of a Chief Technology Officer, for example. IT Managers directly oversee IT operations. They are involved in day-to-day project management and team leadership while ensuring the reliability and security of IT systems.

They work closely with their teams to implement the strategies and decisions set forth by the CTO and senior management. Therefore, IT Managers are responsible for executing the plans and projects that align with the broader technology strategy.

The IT Manager also plays a critical role in optimising the use of resources. It’s their job to ensure that they are allocated effectively so that they can meet the organisation’s technology goals.

(Depending on the size and structure of an organisation, all of these responsibilities may fall under the CTO umbrella (eg, a start-up company). But as we scale up, we can have a CTO directly overseeing several IT Managers (eg, a cluster of subsidiaries or different IT departments) or a Group CTO overseeing a number of CTOs that oversee several IT Managers.)

The Overview of Common Responsibilities of an IT Manager with Breakdown

Common responsibilities of an IT Manager - infographic overview — Common responsibilities of the IT Manager

TABLE 1: IT Manager responsibilities matrix

Responsibility area	What it includes (examples)	“What good looks like” (KPIs)	Common tools / processes
Strategic planning & alignment	Translate business goals into an IT roadmap; assess gaps; choose solutions; define priorities and timelines	Roadmap delivered on time; reduced tech debt; stakeholder satisfaction; measurable business impact	Roadmapping, RACI, stakeholder reviews, architecture notes, vendor scoring
Team leadership & development	Lead, coach, hire, and retain IT staff; assign ownership; set standards; run 1:1s and performance cycles	Reduced escalations; improved response times; higher team retention; clear ownership and documentation coverage	Team rituals (standups/1:1s), skills matrix, on-call rotation, runbooks
Budgeting & cost optimisation	Build budgets; forecast spend; manage renewals; optimise licenses/cloud; justify investments	Spend variance within target; reduced waste; predictable renewals; improved cost per user/ticket	Budget tracking, contract calendar, license audits, vendor negotiation
Project management	Plan and execute implementations/upgrades/migrations; manage scope, risks, timelines, and adoption	On-time/on-budget delivery; adoption targets met; low change failure rate	Project plans, RAID logs, change control, stakeholder comms, post-mortems
IT operations & support (ITSM)	Run service desk; manage incidents/requests; define SLAs; handle escalations; maintain asset inventory	SLA compliance; lower MTTR; fewer repeat incidents; higher CSAT; stable ticket volume	ITIL/ITSM, ticketing, SLAs, knowledge base, CMDB/asset management
Security & risk management	Access controls; patch/vulnerability management; backups; DR readiness; security awareness	Patch/vuln SLAs met; reduced security incidents; successful DR tests; backup restore success	IAM policies, least privilege, vulnerability scanning, DR/BCP runbooks
Vendor & stakeholder management	Manage MSPs/SaaS vendors; run reviews; enforce SLAs; align stakeholders and expectations	Vendor SLA adherence; fewer outages; improved delivery cadence; clear accountability	QBRs, SLA reviews, escalation paths, contract and compliance checks

Tip:

In smaller companies, one IT Manager may own all areas; in larger organisations, responsibilities often split across specialised IT managers (e.g., Infrastructure, Operations, Security, Applications, Service Delivery).

IT Manager KPIs (How success is measured and “what good looks like”)

While the day-to-day can feel reactive, high-performing IT Managers run IT like a service: measurable, predictable, and continuously improving. These are the most common metrics used to evaluate performance:

Reliability & incident response

Uptime/availability for critical systems (email, identity, network, core apps)
Mean Time to Acknowledge (MTTA) and Mean Time to Restore (MTTR)
Incident volume and repeat-incident rate (problem management effectiveness)
On-call health (after-hours load, escalation frequency)

Service delivery & support quality

SLA compliance (response and resolution times by ticket priority)
Ticket backlog and average age of open tickets
First-contact resolution rate and escalation rate
User satisfaction (CSAT) and qualitative feedback trends

Change & project delivery

Change success rate (and change failure rate)
Deployment/rollout completion vs plan (milestones hit, scope controlled)
Time-to-deliver for common requests (e.g., onboarding, access changes)
Adoption and outcomes for major launches (usage, training completion, reduced manual work)

Security & risk management

Patch compliance and vulnerability remediation within SLA
Phishing simulation results/security training completion
Access governance hygiene (least privilege, timely offboarding, MFA coverage)
Backup/restore success and disaster recovery test results

Cost control & vendor performance

Budget variance and spend predictability (licenses, cloud, contracts)
Cost per user / per device / per ticket (trend over time)
Vendor SLA adherence and escalation outcomes
License utilisation and waste reduction (unused seats, overlapping tools)

Rule of thumb:

A strong IT Manager improves stability, speed, and security at the same time—while keeping costs predictable and stakeholders informed.

Let’s now break down responsibilities and explain them in more detail.

1. Strategic Planning and Alignment

Identification of technology needs

Collaborating with department heads.
Participating in discussions to understand the specific requirements of different departments.

Technology roadmapping

Creating a technology roadmap that outlines the strategic direction for IT initiatives (short-term and long-term goals, technology investments and project timelines that align with the organisation’s growth plans).

Vendor selection

Evaluating vendors, hardware and software options, taking into account factors like cost, compatibility and support.
Making recommendations to senior management based on these evaluations.

2. Team Leadership and Development

Team supervision

Assigning tasks, setting priorities and overseeing daily operations.
Ensuring that team members have the tools and resources needed to perform their tasks effectively.

Professional development

Investing in the professional growth of their team members by identifying training opportunities, certifications and skill-building activities.
Encouraging team members to stay up-to-date with industry trends.

3. Budgeting and Resource Management

Budget allocation

Managing the IT budget and allocating resources for various projects and operational needs.
Balancing the allocation of funds to support current operations, ongoing maintenance and strategic initiatives.

Cost optimisation

Evaluating costs and seeking opportunities to optimise spending (ongoing task!).
Renegotiating vendor contracts, identifying areas for cost savings and ensuring that IT expenses align with the budget.

4. Project Management

Prioritisation

Ensuring the alignment with the organisation’s goals and available resources.

Oversight

Managing the full project lifecycle
Defining scopes
Creating project plans
Allocating resources
Regular monitoring of progress
Budget tracking
Communication with stakeholders

5. IT Operations and Support

Daily maintenance and troubleshooting of IT systems.
Setting and monitoring Service Level Agreements (SLAs) for IT support to ensure timely response and issue resolution and maintain high service availability.

6. Security and Risk Management

Implementing and managing security measures to protect the organisation’s IT systems and data (eg. establishing security policies, ensuring firewall and antivirus protection, monitoring for potential threats…)
Performing regular risk assessments and implementing disaster recovery plans.

7. Vendor and Stakeholder Management

Maintaining relationships with technology vendors and service providers (includes negotiating contracts, reviewing performance, making recommendations for vendor selection or changes etc.).
Collaborating with department heads and senior management and gathering feedback.

As we can see, a technology manager is a sort of an architect of an organisation’s technological success on one hand, but also a guardian of the IT infrastructure on the other. They also have to employ their managerial skills to ensure that employees execute their duties and, thus, achieve the goals.

In the absence of an adept IT manager, an organisation is left exposed to an array of issues, including system downtime, security breaches and scalability limitations, all of which affect the organisation’s bottom line.

Now let’s dig deeper into the most important – project management. We want to see HOW exactly they manage a new project that the CTO or the Board threw on their desk from scratch. It will also show the mesh of different responsibilities we explained earlier.

CASE STUDY: Setting the Stage for a New Project

They begin with…

Strategic Planning and Alignment

The first thing to do in this initial stage is to:

1. Identify the organisation’s technology needs

They start by initiating discussions with department heads, managers and key stakeholders across the organisation. These conversations are essential in this process. IT Managers actively listen to concerns, challenges and goals that different departments have.

Once they take all the notes, the next step is to assess and evaluate the technology stack and infrastructure. This includes examining existing software, hardware and network systems. You want to know the capacity, performance and, of course, security of current systems. In other words, you want to ensure that you have the necessary infrastructure to support the new product.

Once you get a good view of the environment, you should give yourself some time to assess those small parts of the entire infrastructure. Therefore, you must perform regular technology audits. Why? Because you want to identify areas where systems might be outdated, inefficient or not meeting new business requirements. As an IT Manager, you are going to use these audits to pinpoint technology gaps.

2. Now we start creating a technology roadmap

After the initial discussions and technology assessments, IT Managers gather feedback and input from their IT team members. Team members often have valuable insights into the organisation’s technology needs and can provide recommendations. They, after all, work in trenches and, thus, know exactly what they need to make things happen.

Once we have all the necessary information, it’s time to see if and where the new product fits in short- and long-term planning.

As a rule of thumb, we want to prioritise projects based on their alignment with business objectives and the available resources. For instance, short-term goals may include immediate technology updates, while long-term goals may encompass larger projects or technology transformations. As an IT Manager, you need to know how will the new product development affect the current state of affairs.

Most importantly, you need to figure out if it will pay off at the end of the road. Hence, the

3. Cost-Benefit Analysis

IT Managers must conduct cost-benefit analyses for each planned technology initiative. They consider factors such as potential return on investment, impact on operational efficiency and alignment with strategic goals. This analysis is crucial in decision-making.

More often than not, over-optimistic prognoses that are not based on realistic projections, lead to failure. You must, therefore, educate yourself in these matters if finances are not your forte.

For the sake of our argument, let’s say that the numbers clearly indicate profitability. It’s time to push the project into the next stage. Remember, all this time, the CTO is breathing behind your neck, pushing you to speed things up because the CEO is putting an immense amount of pressure to get the MVP out asap.

4. Vendor Evaluation and Selection

There are four logical steps in this stage. It all starts with market research.

One of the IT Manager’s jobs is to identify potential vendors and technology solutions. You want to explore all available options, of course, but they do have to meet the organisation’s specific needs.

Once you narrow down the list, it’s time to send RFPs (Requests for Proposals). Keep in mind that these documents must specify the organisation’s requirements and expectations. The more thorough you are, the more accurate response you’ll get. That is to say, if you send only a general inquiry or fail to mention some specific and/or important request or context, don’t expect well-structured and precise proposals.

Once you receive all proposals, it’s time to arrange events for vendor demos and presentations. It is the only viable way to evaluate the functionality, user-friendliness and suitability of a product or service. You should also invite key stakeholders and members of the IT team to participate in these evaluations.

Now comes the evaluation of those proposals. So what you should have in place even before presentations is evaluation criteria and some sort of scoring system. For example, consider factors such as cost, features, support and compatibility with the existing technology stack.

At the end of the day, this is just another ready-to-go project on your list of priorities. And that’s where things get tricky and really challenging.

Setting Priorities

If you have five projects, how do you decide the dynamics? Which gets the highest priority?

Again, there are three (to four, depending on how you look at it) logical steps.

1. Align project priorities with the organisation’s strategic goals

So the first order of business is to consult your company’s “Book of Goals”. Naturally, you want to start with those projects that will have the most significant impact on achieving those goals.

To do that efficiently, you should gather feedback on project priorities from department heads and managers. This collaborative approach ensures that the selected projects align with the needs and objectives of each department.

But there’s the question of resource allocation. This means that you must:

2. Reassess available resources

Having goals is great, but if the budget is stretched, you need to reevaluate everything (ie, finances, personnel, time…). It is the only way to determine which projects can be realistically executed within the given constraints.

Still, you have to ensure that the gain always outweighs the risk. Hence, the final step:

3. Risk assessment

IT Managers assess the risks associated with each project. They consider factors such as potential disruptions to existing systems, cybersecurity risks and the likelihood of successful implementation.

These analyses are as thorough as possible and include a detailed assessment of every possible scenario. In Module 3 of our Digital MBA for Technology Leaders, for example, Ricardo Alanis, Head of Data Science at Nowport, goes into detail on risk and resiliency. The lecture leans on several others throughout modules that guide CTOs through high-level project management. Definitely something every aspiring IT Manager should consider as a part of a future executive education and subsequent career growth.

You can see where all the complexity is coming from and why not everyone is cut out to work as an IT Manager, at least not a successful one. And here is a vivid presentation of day-to-day challenges:

If you have, for instance, projects: A, B, C, D and E, you must run each against:

Strategic goals
Departmental needs and objectives
Available resources (internal and external)
Viability
Risk

So let’s say that A, C, D and E projects perfectly align with the company’s strategic goals. But after you consult department heads, E simply drops off. So A, C and D make the initial cut.

All three are viable meaning that you can develop an MVP of each using the available technology stack and third-party resources (vendors’ solutions). But, you can’t work on all three simultaneously due to budgetary and/or personnel constraints. If, however, you choose smart, you could, potentially, run two parallel projects but with one that has the highest-priority tag attached to it.

There are two ways to figure out which project should have the highest priority

The easier way is to simply sort all three based on the level of risk they are carrying and pick the two with the lowest risk score (the “safest” being assigned as the highest priority project). But consider this: as a rule of thumb, “safest” is also “least profitable” or “slowest”.

Hence, the harder way. Take a calculated risk and choose the one that would most benefit the company. Hit it with the “HIGHEST PRIORITY” stamp and bring the “safest” one to the fold also.

This way, you will not: a) appear as someone who hesitates or plays safe (which is not exactly a characteristic of an executive of any kind!) while, at the same time, b) overstretch your team and cause burnouts.

Which brings us to the next logical question.

What Makes a Good IT Manager?

Information technology management requires a perfect blend of six skill sets:

Technical skills
Management skills
Soft skills
Operation management
Marketing management
Sales management

While marketing and sales management skills can be rudimentary, technical skills must be at the highest level possible. We are talking about the whole package here as you will soon find out.

Technical skills

Exceptional technical proficiency
Infrastructure and systems management
A strong grasp of cybersecurity principles and best practices
Knowledge of software development practices, programming languages and application lifecycle management
Familiarity with cloud platforms
Understanding of data management and analytics
Experience with networking concepts, protocols and technologies
Understanding of IT service management frameworks (eg, ITIL)
Knowledge of virtualisation technologies and containerisation platforms
Familiarity with various operating systems
Proficiency in managing hardware components and end-user devices
At least basic scripting skills

The same goes for management and soft skills. This is a skill set that is forged through experience above anything else because the list is quite challenging for some.

Management and soft skills

Strong leadership skills, strategic thinking abilities and emotional intelligence
Clear and effective communication skills
Strong problem-solving and decision-making skills
Adaptability
Effective team and project management
Conflict resolution and negotiation skills
Efficient time management skills

Operational skills

And then come operational skills. They involve the day-to-day activities such as:

IT Operations Management
- Monitoring system performance.
- Managing system updates and patches.
- Implementing and enforcing IT policies and procedures.
Incident Response and Problem Resolution
- Creating and implementing incident response plans.
- Conducting root cause analysis.
- Coordinating with support teams for issue resolution.
Service Level Management
- Defining and monitoring Service Level Agreements (SLAs).
- Continuously improving service delivery.
Capacity Planning
- Monitoring resource utilisation.
- Forecasting capacity needs.
- Planning for scalability.
Change Management
- Developing and enforcing change management processes.
- Communicating changes to relevant stakeholders.
- Mitigating risks associated with changes.
Vendor Management
- Selecting and evaluating vendors.
- Negotiating contracts.
- Ensuring vendor performance meets expectations.
IT Asset Management
- Conducting regular asset audits.
- Managing hardware and software inventories.
- Optimising asset utilisation.
Documentation and Reporting
- Documenting IT processes and procedures.
- Creating regular reports on system performance, incidents and changes.
Compliance and Security Management
- Implementing and enforcing security policies.
- Conducting compliance audits.
- Responding to security incidents.
Disaster Recovery Planning
- Creating and testing disaster recovery plans.
- Identifying critical systems and data for recovery.
User Support and Helpdesk Management
- Managing support staff.
- Ensuring timely resolution of user issues.
- Implementing self-service options.
Time Management and Prioritisation
- Prioritising tasks based on urgency and importance.
- Balancing operational demands with strategic initiatives.

The ability to balance operational efficiency with long-term strategic goals is key to success in this role.

Sales and marketing skills

Now, regardless of what you might think, sales and marketing skills are necessary because a good IT manager should have a customer-centric mindset. It’s irrelevant whether their “customers” are internal employees or external clients. One way or another, they need to understand and meet the needs of end-users. And that is only possible if you know how marketing and sales work.

Of course, the ideal candidate will also have at least a bachelor’s degree in computer science plus a high-level leadership education (ie, a master’s degree in technology leadership).

To Whom Do IT Managers Report?

Reporting largely depends on the size of an organisation, industry and strategic goals. In other words, it depends on the structure of the company. That said, IT managers can report to either of the following executives:

Chief Information Officer (CIO)
Chief Technology Officer (CTO)
Chief Operating Officer (COO)
Chief Executive Officer (CEO)
IT Director

The Average Salary of an IT Manager

In the US, IT managers make between $101K and $157K. The base salary ranges from $94K to $143K while bonuses add between $7K and $14K. Hence, the annual median total pay is around $125,550 while the average for 2023 is $115,944.

In the UK, on the other hand, the average annual salary so far was approx. Ł42,500 (based on 152 reports). However, available job listings indicate that this might change for the better. For example, several London-based companies are currently offering permanent positions with a minimum of Ł55,000.

Key Takeaways

An IT Manager is the operational leader of IT delivery, responsible for keeping systems stable and secure while executing strategy day-to-day.
The job is best understood as a portfolio of responsibilities, not a single function: operations, projects, security, people leadership, budgeting, and vendors all sit under the umbrella.
The “how” matters: successful IT Managers use structured decision-making—needs discovery, environment assessment, roadmapping, cost-benefit analysis, vendor evaluation, prioritisation, and risk assessment.
Great IT Managers measure outcomes, not activity, using KPIs across reliability, service delivery, change/project delivery, security, and cost control.
The role demands a hybrid skill set: deep technical breadth + strong leadership/communication + operational discipline (ITSM, incident/change/capacity management).
Career-wise, the role often serves as a launchpad toward IT Director and ultimately CTO, as scope expands from execution into higher-level ownership and strategy.
Compensation depends heavily on region and scope.

Conclusion

Becoming and working as an IT manager is undoubtedly challenging, but is also rewarding because it sets the stage for the next step on a career path and that’s the role of a Chief Technology Officer. It’s the crown of years of effort, hardship, experience and personal development.

And the best route to that executive role is direct access to other CTOs, their experience and perspectives. Having such a peer advisory group by your side at all times not only makes your job and life easier but also speeds up career growth.

Think about it; why walk alone in the darkness trying to find your way out of the woods when you have a ten-thousand-strong global community of technology leaders to guide you?

Frequently Asked Questions (FAQ)

What is an IT Manager?

An IT Manager oversees and manages IT operations, systems, and infrastructure, and connects technology execution to broader organisational goals.

What are the main responsibilities of an IT Manager?

Common responsibility areas include strategic planning and alignment, leading and developing the IT team, budgeting and resource management, project management, IT operations and support, security and risk management, and vendor/stakeholder management.

Is the IT Manager role more strategic or operational?

It’s typically more operational and tactical than executive roles (e.g., CTO). IT Managers translate strategy into execution and ensure daily reliability and delivery.

What does “strategic planning and alignment” mean for an IT Manager?

It usually includes identifying technology needs with stakeholders, creating an IT roadmap (priorities, timelines, investments), and evaluating/selecting vendors and solutions that fit business goals and constraints.

How does an IT Manager manage projects from scratch?

They generally start by clarifying business needs, assessing the current environment and gaps, building a roadmap, running cost-benefit analysis, evaluating vendors (RFPs/demos/scoring), and then prioritising work based on strategic fit, resources, viability, and risk.

What skills make a good IT Manager?

A strong IT Manager combines technical breadth (infrastructure, cybersecurity, cloud, networking, ITSM), leadership and communication (team management, decision-making, conflict resolution), and operational discipline (incident response, change management, capacity planning, compliance, documentation).

Why are “sales and marketing skills” mentioned for IT Managers?

Because effective IT management often requires a customer-centric mindset—understanding and meeting the needs of end users, whether they’re internal teams or external clients.

Who does an IT Manager report to?

It depends on company structure, but IT Managers commonly report to leaders such as the CIO, CTO, COO, CEO, or an IT Director.

What is the average salary for an IT Manager?

In the US, the article cites a broad range (roughly $101K–$157K), with a cited median total pay of around $125,550 and an average (for 2023, as referenced) of around $115,944.

What’s the next career step after IT Manager?

The role often sets the foundation for more senior leadership paths (e.g., IT Director and, eventually, CTO), especially as scope expands from operations into strategy, ownership, and business impact.

What are the common types of IT Managers?

Depending on organisation size and needs, common variants include Infrastructure Manager, Operations Manager, Security Manager, Project Manager, Application Development Manager, and Service Manager.

January 4, 2024

Interim CTO: Responsibilities, Onboarding and Power Transfer Process
An Interim CTO is a temporary executive responsible for overseeing and guiding the company’s technology strategy and operations during a transitional period. Companies hire interim CTOs on a short-term basis, either due to a sudden departure of the previous CTO, a planned leadership change or while searching for a full-time CTO.

(Don’t mistake an Interim Chief Technology Officer for a Fractional CTO. A Fractional CTO works for a fraction of the time and cost and just on the part of the project. In other words, they work side by side with the in-house CTO to assist on certain projects or their fractions.)

The Primary Responsibilities of an Interim CTO

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1. Providing strategic direction and vision for the company’s technology initiatives while ensuring alignment with business goals during the transition period.
  
  (This, however, may not be possible as they could be in for:
  a) Keeping business as normal so no changes
  b) Firefighting – no strategic direction required
  c) Leave until a permanent CTO comes in)
2. Offering expertise in various technology domains and advising the company on the best use of technology to achieve its objectives.
3. Overseeing the technology team, ensuring their productivity and providing guidance and support to maintain smooth operations.
4. Monitoring ongoing technology projects and ensuring they stay on track, on time and within budget.
5. Assessing the company’s existing technology infrastructure, systems and processes to identify areas for improvement.
6. Assisting in the hiring process when necessary for permanent technology leadership positions.
7. Interacting with other executives, stakeholders and board members to provide updates on the technology department’s progress and challenges.
8. Identifying potential technology-related risks and implementing measures to mitigate them.
Interim CTOs must, therefore, possess extensive experience in technology leadership roles and have all the necessary skills to step into the position quickly and effectively. Their role is vital in maintaining continuity and ensuring the organisation’s technology operations run smoothly while the company searches for a suitable permanent chief technology officer.

How Onboarding Process Works

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Step #1: Pre-onboarding preparation

Before the Interim CTO starts their role, HR and the hiring manager coordinate to ensure all necessary paperwork, contracts and confidentiality agreements are in place.

IT and facilities teams set up the Interim CTO’s workspace, providing them with the necessary tools, equipment and access to company systems.

Step #2: Introducing an Interim CTO to key stakeholders

The Interim CTO should be introduced to key stakeholders, including the CEO, executive team, department heads and other relevant personnel. This, subsequently, helps establish rapport, clarify expectations and provide an overview of the organisation’s structure and culture.

Step #3: Technology infrastructure and documentation access

The company enables access to documentation and information related to the technology infrastructure, systems and, more importantly, ongoing projects.

Reviewing this documentation provides insights into the existing technology setup, thus making it possible for a new technology leader to identify potential areas for improvement.

Step #4: Team introductions

The only way to understand the roles, strengths and concerns of the team is to meet them individually. This, in turn, builds a positive working relationship which is essential for collaboration and effective leadership.

Step #5: Understanding current projects and initiatives

The company briefs the new CTO on all ongoing technology projects and initiatives. These briefs must include objectives, progress and challenges. This will allow a newly appointed interim executive to align the efforts with immediate goals.

Step #6: Assessment of technology processes

The ICTO must assess existing technology processes and workflows to identify any bottlenecks or inefficiencies. This is a prerequisite for the formulation of strategies for streamlining operations.

Step #7: Identifying key issues and risks

Companies often seek a remote interim CTO when they require a technology expert to swiftly stabilise their technological environment.

To achieve that goal, the temporary chief technology officer will work closely with the team to identify critical technology issues, security risks or compliance concerns requiring immediate attention.

Step #8: Goal setting and strategy formulation

The goals and strategy formulation are based on the organisation’s objectives and challenges. This, of course, requires close collaboration with the executive team because the strategy must align with the company’s overall business objectives.

Step #9: Development of the communication plan

The aim here is to develop a practical communication plan to ensure regular updates with the CEO, the rest of the executive team and other stakeholders. This can be done by the newly appointed temporary CTO alone or as a collaboration between all stakeholders.

Step #10: Performance metrics and reporting

Fast-growth companies may lack the necessary experience in tracking performance or setting up the metrics for this particular position.

Always keep in mind that, in some instances, the fast-growing company was a startup only a few months ago.

Hence, it’s a CTO’s job to work with an organisation to define performance metrics and reporting requirements; otherwise, it would be virtually impossible for the organisation to track progress and, most importantly, measure the impact of technology initiatives.

Step #11: Regular review meetings

To effectively define and tackle challenges, it is essential to regularly convene with the team and engage in discussions regarding their progress.

Step #12: Knowledge transfer plan (if applicable)

If there is a plan to hire a permanent CTO, a knowledge transfer plan must be implemented to facilitate a smooth transition.

To sum up, the onboarding process should be structured, comprehensive and, more importantly, focused on aligning the individual with the organisation’s goals while addressing immediate technology challenges.

No company is perfect and people and process issues will arise from this onboarding. The interim CTO will have to decide, if and when, to resolve these issues and, at least, highlight them to the CEO.

The Duration of an Interim CTO Position in Fast-Growth Companies

The duration can vary depending on:
- Specific needs of the company
- The scope of the technology projects
- The availability of suitable candidates for a permanent CTO role.
On average, an Interim CTO position can last anywhere from 6 to 12 months in such companies. But this is relative and depends on a series of factors such as:
- Recruitment Process. The duration of the search for a permanent CTO can affect the length of the Interim CTO’s role. If it takes longer to find the right candidate, the Interim CTO may need to stay in the position for an extended period.
- Onboarding and Transition. The time required to onboard a new permanent CTO and facilitate a smooth transition of responsibilities can impact the interim tenure. In other words, if the onboarding process takes longer, the Interim CTO may need to stay in the role until the new CTO is fully integrated.
- Performance and Results. When interim CTOs demonstrate exceptional performance and deliver significant results during their tenure, companies may consider extending their contract or offering them the permanent CTO position.
- Business Conditions. The overall business environment and the company’s growth trajectory play a significant role. For example, if the company continues to experience rapid growth and expansion, the Interim CTO’s role may be extended to address new technology challenges.
As you can see, the actual duration of the interim contract depends on the unique circumstances and requirements of an organisation. Additionally, it may easily evolve into a permanent position.

But if that doesn’t happen, there’s one further instance you must prepare for.

The Process of Power Transfer to the New Permanent CTO

Knowledge Transfer and Documentation

It is in your best interest to jump-start the new CTO, so to speak, because word travels fast and covers long distances—both good and bad.

Therefore:
- Document all critical information related to the company’s technology infrastructure, ongoing projects, systems and processes. This documentation will serve as a reference guide for the incoming CTO.
- Arrange the so-called knowledge transfer meetings to share insights, challenges and best practices with the new CTO.
Status and Project Updates
- Provide comprehensive status updates on all ongoing technology projects, highlighting their progress, challenges and timelines. These updates will help the new CTO quickly get up to speed with the technology landscape and any potential issues that need attention.
Team Introductions and Transition
- Introduce the new CTO to the technology team members to facilitate a smooth transition of leadership.
- During this introduction, discuss individual roles, responsibilities and team dynamics to help the new CTO integrate seamlessly.
Stakeholder Engagement
- Introduce the new CTO to key stakeholders (eg, other executives, department heads and board members).
Understanding the expectations and priorities of various stakeholders will help the new CTO align technology strategies with overall business goals – just as it helped you.

Establishing Relationships and Communication Channels
- Facilitate initial meetings between the new CTO and other department heads to establish open lines of communication.
- Regular communication channels should be set up to ensure ongoing collaboration and feedback between the new CTO and other departments.
Handover of Responsibilities
- The ICTO formally hands over specific responsibilities, such as project ownership, vendor relationships and budgetary control to the new CTO. It is a detailed process that ensures nothing falls through the cracks during the transition.
Support and Availability
- The ICTO should remain available for a defined period after the new CTO assumes the position. This is a common practice because the new CTO often requires some additional guidance and support.
This type of support has proved itself instrumental in addressing unexpected challenges and fostering a successful transition.

Assessment and Feedback
- Both the Interim and the new CTO conduct periodic assessments of the transition process to identify areas of improvement.
- Gathering feedback from team members and stakeholders also provides valuable insights for refining the transition approach.
Key Points
1. Temporary Leadership Role – a short-term contract, typically during leadership transitions, planned absences or while searching for a permanent CTO.
2. Experienced Professionals – interim CTOs are commonly seasoned technology leaders with extensive expertise in various domains.
3. Strategic Direction – providing strategic direction for technology initiatives and aligning them with the organisation’s business objectives.
4. Project Oversight – overseeing ongoing technology projects, ensuring they stay on track and deliver results.
5. Team Management – fostering collaboration and ensuring productivity.
6. Knowledge Transfer – documenting critical information and facilitating knowledge transfer to the incoming permanent CTO, when applicable.
7. Communication and Stakeholder Engagement – effective communication and collaboration with key stakeholders, including other executives and department heads.
8. Risk Management – identifying potential technology-related risks and working to mitigate them to ensure smooth operations.
9. Tenure Duration – can vary, but on average, it is often between 6 to 12 months in fast-growth companies.
The next step…
August 4, 2023
Practical Solutions to Common Challenges of a Remote CTO Position
Since the Remote CTO works from a different location than the company’s headquarters, a set of challenges arises for the Chief Technology Officer and the employer. In this article, we are: a) examining the most critical challenges and, more importantly, b) providing practical solutions.

So if you are new to the role and still struggling to facilitate seamless relationships, processes and operations, this is the guide for you.

If you want to learn about different CTO jobs, read “What is a Fractional CTO and How Do You Become One“.

Problems That Stem From Differences Between a Remote CTO and an In-House Position

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The differences between the two arise from the:
- Physical presence
- Communication methods
- Availability
- Depth of involvement in day-to-day operations
- Company culture
#1 – Physical Presence

As remote CTOs operate outside the company’s physical location, they are at a disadvantage compared to the in-house tech leader. Physical absence can allow problems to escalate as they may not be picked up quickly.

#2 – Communication and Collaboration

In contrast to a traditional form of employment, remote work relies exclusively on digital communication tools. As we all know, they can cause frequent issues as a major part of communication is body language which we pick up subconsciously.

The problem is that when you are not able to see the whole body and general attitude around the office, you can miss clues that something is not right.

#3 – Availability and Flexibility

An in-house chief technology officer is immediately accessible for urgent matters, team meetings or on-site support. Remote CTOs, on the other hand, may have limited availability for synchronous collaboration.

#4 – Company Culture and Integration

An in-house chief technical officer can immerse more effectively in the company culture, build relationships with employees and gain a deeper understanding of the dynamics.

Since the remote CTO doesn’t have such a good overview of the work environment, internal processes and team interactions, it is harder for them to understand and integrate into the company culture.

On the bright side, many companies have moved to a hybrid culture, so there is now more acceptance that culture and integration can take longer than previously.

#5 – Level of Operational Involvement

A traditional CTO often has a more hands-on approach (ie, actively participating in the execution of the company’s technology roadmap and day-to-day operations).

Due to their physical absence, a remote chief technology officer commonly has a more strategic focus. They provide guidance, advise on technology decisions and oversee projects. But to do any of that, they must rely on the internal team or external partners for operational execution.

Top Challenges for a Remote CTO (and Their Respective Solutions)

Integration into Company Processes

Whether you are a software engineer, technical project manager, engineering manager or product manager, there is a good chance that you’ll face some universal challenges. And these challenges can seriously undermine the integration process.

For instance…

Social Overload

Are you feeling overwhelmed by constant social interaction and engagement? Is this sensation emphasised in a remote setting?

What can you do to prevent the overload?
1. Set boundaries – set clear boundaries around social interactions and allocate specific time slots for social engagement. Make sure that a) everyone’s aware of them, and b) respects them.
2. Schedule breaks – use them for quiet, solitary activities that help you relax and regain energy.
3. Plan social interactions – schedule specific times for meetings, team discussions or informal chats, instead of being constantly available.
4. Limit the pressure of immediate interaction – leverage communication tools to strike a balance between engagement and solitude.
Remote Relationship Building

Are you experiencing difficulties initiating conversations or forming connections? Does a remote environment heighten this problem?

Here are a few tips to meet this challenge:
1. Initiate and prioritise one-on-one conversations with team members and key stakeholders.
2. Practise active listening during virtual meetings and conversations:
  - a) Give your full attention to the speaker.
  - b) Ask thoughtful questions.
  - c) Show genuine interest in ideas and experiences.
3. Open up and share personal insights or experiences with your colleagues when appropriate.
4. Participate in team-building activities.
5. Use non-work communication channels to connect with colleagues on a more personal level.
6. When possible, opt for video calls instead of solely relying on audio calls (visual cues and facial expressions help build rapport and enhance communication).
7. Engage in small talk and use icebreakers at the beginning of meetings or virtual gatherings to create a relaxed atmosphere.
8. Offer support and assistance to colleagues when they need help or face challenges.
Speaking up in Meetings

Are you feeling anxious about voicing your ideas, thoughts or concerns in virtual meetings to, let’s face it, strangers?

To reduce the anxiety and become more self-confident, try these methods:
1. Prepare in advance (ie., review the agenda, gather your thoughts and consider/anticipate potential discussion points).
2. Share thoughts in writing (to articulate your points more effectively).
3. Practise active listening (focus on understanding others’ perspectives and ideas, and ask clarifying questions).
4. Use messaging features (share your input or questions through the chat function).
5. Do follow-ups (if you find it challenging to express your thoughts during a meeting).
6. Practise pacing and timing (ie, observe the flow of conversations and find opportunities to time and pace your contributions effectively instead of speaking up immediately in every meeting).
7. Request agenda items in advance.
8. Gradually increase participation.
9. Make sure outcome actions are clearly stated at the end of the meeting.
Being Overlooked or Undervalued

This fear can stem from concerns about not having the same level of visibility and opportunities for recognition in a remote setting where physical presence is reduced.

Here are some actions that help:
1. Proactively share accomplishments (ie, highlight the impact of your work and the value you bring to the organisation through regular updates).
2. Seek feedback from time to time (from colleagues, superiors and team members).
3. Cultivate relationships with key decision-makers.
4. Don’t shy away from advocating for yourself and your ideas.
5. Look for opportunities to position yourself as a thought leader in your field.
6. Build strong relationships with colleagues and team members through collaboration and support (to create a network of allies).
7. Share your insights, expertise and knowledge with the broader team and organisation.
Communication and Collaboration Challenges

Challenges:
- Must rely on digital tools.
- Different time zones.
- Language barriers.
- Technical issues with communication platforms.
How Do Remote CTOs Address These Challenges?

#1 – Digital tools (communication)
- Identification and implementation of reliable communication and collaboration tools (requires experience and deep knowledge of appropriate SaaS).
- Having clear guidelines and instructions on using these tools (check to see if everyone is comfortable and proficient in their usage).
- Creating and nurturing a culture of open and transparent communication (ie, encouraging team members to actively participate and share their thoughts).
- Maintaining regular (virtual) team meetings.
- Encouraging asynchronous communication (eg, project management tools, shared document repositories, task-tracking systems etc).
#2 – Different time zones (distributed team collaboration)
- Establishing shared working hours and/or overlap periods.
- Communicating availability and response times to team members.
- Leveraging time zone conversion tools and scheduling applications to streamline meeting coordination.
- Documenting important discussions and decisions for team members who may not be available during synchronous communication.
#3 – Language barriers
- Encouraging open and inclusive communication.
- Recognising (and respecting) language differences.
- Utilising translation tools or services.
- Providing multilingual resources (eg, documentation, guides etc.).
- Active listening and asking for clarification (if any language-related misunderstandings arise).
#4 – Technical issues with communication platforms
- Troubleshooting and addressing technical issues.
- Establishing alternative communication channels and backup tools (in case of platform failures).
- Maintaining a list of technical support contacts or resources (for quick access and response).
- Conducting periodic tests and rehearsals.
Building Relationships and Company Culture

Challenges:
- Limited face-to-face interaction.
- Building trust and rapport.
- Maintaining a cohesive company culture.
- Communication and collaboration barriers.
- Fostering employee engagement and motivation.
Address These Challenges with These Measures/Actions

#1 – Limited face-to-face interaction
- Schedule regular team catch-ups and one-on-one video calls to simulate face-to-face interaction and build personal connections.
- Foster virtual socialisation for team members to socialise and get to know each other on a personal level (eg, virtual coffee breaks, team-building activities etc).
- Plan occasional in-person meet-ups when feasible and safe.
- Utilise visual communication tools and non-verbal cues.
- Encourage open communication channels for team members to freely engage in informal conversations.
#2 – Building trust and rapport
- Set clear expectations to ensure that everyone’s on the same page (ie, clearly communicate expectations, goals and responsibilities).
- Attentively engage with team members to understand their concerns and provide useful and thoughtful responses.
- Be reliable and responsive (ie, consistently follow through on commitments, respond promptly to inquiries and requests and demonstrate reliability).
- Encourage transparency.
- Recognise and appreciate contributions.
#3 – Maintaining a cohesive company culture
- Clearly articulate the company’s core values and ensure they are communicated regularly to remote team members (to establish a shared company culture).
- Encourage virtual team-building activities such as virtual exercises, games or challenges (to promote collaboration, foster a sense of belonging and reinforce the company culture).
- Share success stories (to strengthen the sense of unified company culture).
- Establish virtual rituals such as virtual team lunches or monthly all-hands meetings (to bring the team together and reinforce the company culture).
- Provide opportunities for cross-team collaboration (to facilitate cross-pollination of ideas and strengthen connections across the organisation).
# 4 – Communication and collaboration barriers
- Establish clear communication guidelines (ie, define communication norms, preferred channels and response expectations).
- Foster an inclusive environment (ie, ensure everyone has an equal opportunity to contribute).
- Leverage collaborative tools.
- Promote asynchronous communication (accommodate different time zones to enable effective collaboration across distributed teams).
- Provide training and resources.
# 5 – Fostering employee engagement and motivation
- Regular check-ins and feedback.
- Recognise and celebrate individual and team achievements.
- Encourage autonomy and ownership of their work.
- Provide professional development opportunities (eg, skill development, training and career growth).
- Foster a positive and supportive virtual work environment (eg, encourage positivity, celebrate diversity, maintain regular communication etc).
Limited Physical Presence

Challenges (beyond already explained trust-building):
- Technical infrastructure and connectivity.
- Onboarding and training.
- Performance evaluation and feedback.
- Managing work-life balance.
Active Measures to Address These Issues

# 1 – Technical infrastructure and connectivity
- Provide hardware and connectivity support.
- Conduct regular technical check-ins.
- Encourage redundancy and backup plans.
- Leverage cloud-based tools and services.
- Stay updated on technology advancements.
# 2 – Onboarding and training
- Develop comprehensive onboarding plans (ie, create well-structured onboarding plans; include clear documentation, video tutorials and virtual sessions).
- Assign mentors (ie, experienced colleagues who provide guidance, answer questions and help new team members integrate into the team remotely).
- Leverage virtual training platforms (create interactive modules, assessments and progress tracking).
- Encourage team members to share their expertise (eg, online workshops, webinars or brown bag sessions).
- Offer continuous learning opportunities (eg., online courses, certifications, access to relevant resources etc).
#3 – Performance evaluation and feedback
- Set clear performance metrics.
- Outline what success looks like.
- Schedule regular feedback sessions (ie, periodic one-on-one sessions).
- Employ performance-tracking tools (for both individual and team performance monitoring). This needs to be done very carefully to prevent disquiet over too much oversight.
- Encourage a culture of continuous feedback.
- Create a supportive environment for growth and improvement.
- Publicly acknowledge and reward individual and team achievements.
#4 – Managing work-life balance
- Promote the establishment of clear boundaries between work and personal life for all remote team members.
- Provide guidance on remote work best practices.
- Set realistic expectations, respect boundaries and encourage team members to prioritise self-care and personal time.
- Allow flexible work schedules (when feasible).
- Support employee well-being initiatives (ie, provide access to resources, mental health support if necessary and virtual wellness activities).
- Lead by example.
Managing Time Zones and Availability

Challenges:
- Scheduling and coordination.
- Communication gaps.
- Reduced overlap for collaboration.
- Availability for emergencies.
Solutions

#1- Scheduling and coordination
- Allow individual calendars to be viewable so that availability is public.
- Use scheduling tools that automatically convert meeting times to local time zones.
- Establish designated meeting times that overlap as much as possible.
- Encourage proactive communication and provide advance notice of meetings and events.
- Consider rotating meeting times periodically to spread the inconvenience of early or late meetings.
#2 – Communication gaps
- Foster a culture of clear and concise communication (ie, emphasise the importance of providing context and proactive information sharing).
- Leverage asynchronous communication tools.
- Document important discussions, decisions and action items (to ensure seamless access at a later time).
- Encourage team members to:
  - a) Set clear expectations regarding response times.
  - b) Clearly communicate their availability.
- Create a central platform for sharing updates and progress.
#3 – Reduced overlap for collaboration
- Identify and prioritise key collaborative activities that require real-time participation
- Schedule these activities during overlapping hours whenever possible.
- Leverage project management tools and shared workspaces (to enable team members to contribute and access project information asynchronously).
- Implement effective task management systems and clearly define:
  - a) Responsibilities
  - b) Deadlines
  - c) Dependencies
- Use video conferencing and screen-sharing tools for important discussions or collaborative sessions (even if they occur during non-standard working hours for some team members!).
- Encourage regular and proactive communication within the team (to ensure that everyone stays aligned, even if direct collaboration is limited).
#4 – Availability for emergencies
- Establish a clear protocol or escalation process for emergencies.
- Ensure that at least one team member is available to address urgent matters.
- Implement a shared on-call or rotating availability schedule (to spread the responsibility among team members).
- Ensure that critical documentation, contact information and access credentials are readily available and accessible to authorised team members at all times.
- Use emergency communication channels to quickly alert and gather team members when necessary.
- Conduct periodic reviews and updates of emergency response procedures to ensure their effectiveness and relevance.
Conclusion

To thrive in your Remote CTO role:
1. Embrace clear communication channels.
2. Build relationships through one-on-one interactions.
3. Leverage technology to bridge the gap.
4. Establish boundaries.
5. Practise self-care.
6. Actively contribute to meetings.
7. Seek recognition.
8. Share accomplishments.
9. Advocate for yourself.
10. Foster a sense of connection through virtual social activities.
11. Find ways to engage beyond just work tasks.
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Every transition and integration into a new environment is hard. To help you on that journey, CTO Academy brings you a free and extensive e-book “90 Things You Need to Know to Become an Effective CTO“.

Built on experience, it is packed with valuable insights about the CTO role. A good part of it details the integration process into a new organisation for technology leaders. Enjoy!
July 21, 2023
What is a Deputy CTO and How to Become One
A deputy CTO is a senior executive responsible for assisting the Chief Technology Officer in managing and implementing technology strategies.

It is a common denominator among an array of executive roles, such as Head of Engineering, VP of Development, Chief Technology Architect, CDO, CISO and similar positions, effectively describing a second-in-command, the first being the CTO, of course.

What is a deputy CTO job description?

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While responsibilities vary depending on the organization, generally speaking, a deputy chief::
- Oversees the technology department
- Drives innovation
- Develops technology policies
- Manages technology-related projects
So what differentiates a deputy from a full-time technology leader?

The primary difference lies in their level of authority and responsibility.

A deputy, as the name suggests, typically serves as the second-in-command and assists in carrying out the chief’s vision and goals. Deputies may have direct oversight of specific areas or projects within the technology department. It is an inward-looking role that works with the team on build, delivery and process. The CTO role, on the other hand, is outward-looking, customer- and stakeholder-facing and more strategic.

(Don’t mistake a deputy CTO for an interim CTO. As we briefly explained in the article on fractional CTOs, an interim CTO is a temporary position. A company will hire an interim tech leader when there is a vacancy in the CTO role or during a transitional period.)

Is it more common for a software engineer to progress to the role of a deputy or directly to a full-time CTO?

As a rule of thumb, it is generally more common to progress to the deputy role rather than directly becoming a full-time tech leader.

Alex Gaynor, a software resilience engineer, for example, recently became a deputy CTO in the US. Federal Trading Commission’s newly formed Office of Technology.

The deputy CTO role often serves as a stepping stone to the full-time CTO position.

The reason for this is simple. The full-time CTO position typically requires a much broader set of skills and experience beyond technical expertise alone. It often involves strategic planning, business acumen, leadership abilities and a deep understanding of how technology aligns with the organisation’s overall goals.

While software engineers possess strong technical skills, they have to develop and demonstrate proficiency in these other areas before being considered for a full-time role.

By starting as a software engineer and progressing to a deputy role, you have the opportunity to gain leadership experience, expand your knowledge beyond technical domains and develop the necessary skills to take on the responsibilities of a full-time technology leader. Subsequently, this progression allows you to prove your capabilities, build a track record of successful technology leadership and gain the trust and support of the organisation.

There can be exceptions, of course. Software engineers with outstanding leadership abilities and extensive industry experience, who have gone through certified CTO training programs, may be considered directly for full-time CTO positions.

How common is the deputy role in start-ups and fast-growth companies?

It depends on the size, organisational structure and specific needs of the company.

In smaller start-ups, for example, where resources may be limited and the technology team is relatively small, the role may not be as common. Instead, it’s the CTO or a small leadership team that directly oversees the technology department. In other words, the CTO assumes a more hands-on role, managing both strategic and operational aspects of technology.

However…

As start-ups and fast-growing companies scale, their technology needs become more complex. Hence, the demand for additional leadership support.

Some start-ups may therefore introduce the deputy position (as mentioned above, this might fall under another job title) to assist the CTO in managing the expanding technology initiatives, overseeing multiple teams or projects and aligning technology strategy with business goals. Most commonly, the deputy helps bridge the gap between the CTO and the rest of the technology organisation.

The prevalence of this job position in start-up and fast-growth companies can also depend on the industry and the company’s focus on technology. Technology-intensive companies, for instance, such as those in the software development, AI or cybersecurity sectors, may be more likely to assign a deputy to their technology leaders. An additional pair of capable hands may simply be necessary to handle the growing technical complexities.

Moving from the software engineering position to the deputy role

(click to enlarge/download)

This transition typically requires a combination of technical expertise, leadership skills and strategic thinking abilities. Assuming that you are equipped with all of those, this is the path you should be walking if you are currently employed as a software engineer but with eyes on a leadership role:

#1 – Keep honing your technical skills

In other words, stay updated with the latest technologies, programming languages and frameworks relevant to your field. Your immediate aim is to become an expert in your area of specialisation and gain hands-on experience in a variety of technology projects. This is also known as a T-shaped skillset; broad across tech, but expert in one or two areas.

Why?

As we explained in our most recent post on what makes a good technology leader, you do not want to end up in a situation where you must rely on people under you or a third-party consultant to solve some technical problem.

#2 – Gain some leadership experience

Seek opportunities to take on leadership responsibilities within your team or organisation. This could involve mentoring junior team members, leading small projects or coordinating cross-functional teams.

The point is to demonstrate the ability to guide and motivate others, communicate effectively and solve complex technical challenges.

#3 – Keep expanding your knowledge base beyond the technical part of the product

In other words, develop a broader understanding of technology beyond your specific domain and its impact on society, target market, industry and the company. You can achieve that by staying informed about industry trends, emerging technologies and best practices.

In turn, this knowledge will help you contribute to strategic technology decision-making – a key thing the board expects from you!

As a leader, you must perceive the product through both the customer’s and the company’s prisms. The product stops being just a skilful convergence of parts and lines of code. Instead, it becomes a foundation of long-term strategic and tactical decisions that directly impact the well-being of the company.

#4 – Acquire business and management skills

Again, seek opportunities to gain exposure to business operations, financial planning, project management and team management. Collaborate with colleagues from different departments and learn how technology aligns with overall business objectives.

Remember, the higher you climb up the corporate ladder, the less time you will be spending on coding.

#5 – Seek additional education and certifications

Can you drive a car without a license?

Advanced education or certifications that complement your technical expertise put you in front of the competition. This could include a Digital MBA for Technology Leaders or, at the very least, some lighter relevant technology management programs.

These qualifications enhance your credibility and provide a broader perspective on technology leadership — two things you’ll need in the job interview, by the way.

#6 – Demonstrate a high level of strategic thinking whenever there’s a chance

First, start thinking beyond day-to-day technical tasks and focus on understanding the strategic goals of your organisation.

Then, look for opportunities to contribute ideas that align technology initiatives with the overall business strategy. For example, propose innovative solutions, identify cost-saving measures or — and this could be a deal-maker — improve efficiency through technology.

#7 – Seek progressive roles and responsibilities

Once you gain experience and demonstrate leadership capabilities, aim for roles with increasing responsibility and visibility. This might involve moving into managerial positions, such as a development team lead or technology project manager.

You can do that by actively seeking opportunities to:
- Lead larger projects
- Collaborate with cross-functional teams
- Make decisions that impact technology direction
#8 – Network, network, network and then network some more

In other words, build strong and, more importantly, relevant relationships. Conferences, associations and online communities such as ours here at CTO Academy that gather technology leaders from all over the world, can provide valuable connections, mentorship opportunities and insights into industry trends.

Building relationships within your organisation is also important because it helps you gain visibility and open doors to new opportunities.

#9 – Express interest and actively pursue opportunities

What separates a leader from a follower is that the leader always takes initiative.

Once you have built a strong foundation of technical expertise, leadership skills and business acumen, express your interest in a deputy role to your superiors or human resources department. Alternatively, consider applying for positions externally. If possible, search for those that align with your career aspirations.

What do you stand to gain in this position?

How does the role of a deputy prepare you for the ultimate step – to become a full-time tech leader?
1. Collaborative leadership experience — The role often involves close collaboration with other C-suite executives, which enables you to develop the ability to work effectively across different departments and bridge the gap between technology and other areas of the organisation.
2. Exposure to strategic planning and road mapping — Provides a deep understanding of the importance of aligning technology initiatives with the company’s vision, anticipating future needs and building scalable technology infrastructure.
3. Change management and transformation practice — This can include implementing new systems, processes or methodologies, such as Agile or DevOps, and ensuring smooth adoption and integration across teams.
4. Risk management and compliance processes — Gaining insight and, thus, developing a thorough understanding of cybersecurity, data privacy and regulatory requirements in the industry. Additionally, you become knowledgeable about risk mitigation strategies, implementing security measures and building a culture of compliance within the technology department.
5. Vendor and stakeholder management — This enables you to develop skills in building strategic partnerships, leveraging external expertise and ensuring effective collaboration between internal and external teams.
6. Executive communication and reporting — Presenting complex technical information clearly and concisely to C-level executives and board members (eg, technology initiatives, progress and challenges to gain support and resources for strategic initiatives).
And this is just a glimpse into the additional knowledge and skills you will acquire as a second-in-command. And since you’ll start demonstrating the expanded responsibilities, strategic focus and cross-functional collaboration skills, the board will soon start considering you for a full-time CTO role.

Now, let’s assume that you are a team leader who used to work as a software engineer in that same team and now there’s an opening for the role of a deputy and you want the job. How should you proceed?

What is your best course of action to beat the competition and get that job?

To increase your chances, here are some steps you can take:
1. Understand the role
  1. Gain a comprehensive understanding of the responsibilities and expectations in the context of your organisation (and industry).
  2. Identify the specific skills, qualifications and experiences desired for the position.
2. Self-assess -— Evaluate your skills, experiences and strengths that align with the role. Gauge your technical expertise, leadership abilities, strategic thinking and business acumen to identify areas where you may need to develop further and create a plan to address any gaps.
3. Demonstrate leadership skills and tendencies
4. Expand your knowledge — Broaden your understanding of technology leadership by seeking out learning opportunities such as online courses and certifications. CTO Academy, for instance, is home to an introductory course to some of the leadership skills and mindset required in senior technology roles. Nine modules with >100 micro lectures enable you to understand more about the role and responsibilities of a modern CTO.
5. Network and seek support
  1. Build relationships with key stakeholders who can support your candidacy.
  2. Don’t be afraid to seek their advice and, by all means, ask for their support or recommendations.
6. Communicate your interest
  1. Express your interest in the deputy CTO position to your superiors or the appropriate decision-makers within your organisation.
  2. Request a meeting or set up a conversation to discuss your aspirations.
  3. Explain why you believe you are well-suited for the role by articulating your vision for the technology department and how you can contribute to the organisation’s success.
7. Showcase your achievements
  1. Prepare a compelling case that highlights your achievements, both as a software engineer and as a team leader.
  2. Quantify your impact by highlighting successful projects, cost savings, process improvements or other tangible results.
  3. Emphasise how your contributions have demonstrated your ability to handle the responsibilities of a deputy tech leader.
8. Continuously invest in your professional development — We are talking business strategy, project management and leadership training. This shows your commitment to growth and your dedication to being a well-rounded technology leader.
9. Prepare for interviews
  1. Anticipate potential questions.
  2. Practise articulating your technical expertise, leadership style, strategic thinking and ability to align technology initiatives with business objectives.
  3. Prepare examples that demonstrate your problem-solving abilities, adaptability and communication skills.
10. Differentiate yourself
  1. Using our Skills Assessment Test, identify unique strengths or experiences that set you apart from other candidates. It will help you gauge and benchmark your current strengths and weaknesses against the hundreds of global tech leaders who’ve already completed the process.
  2. Highlight any domain expertise, industry knowledge or specific accomplishments that make you uniquely qualified for the job.
Conclusion

Remember, competition for leadership positions can be fierce. It’s, therefore, important to present yourself as a well-rounded candidate. Showcase both technical expertise and strong leadership qualities.

If your job title is Head of Engineering, VP of Development, Chief Technology Architect, CDO, CISO or similar, then effectively you are deputy CTO and your next step could well be CTO.

Here, at CTO Academy, we have a nuanced understanding of the challenges faced by senior technology leaders. And we also understand how coaching can play a crucial role in negotiating immediate challenges and executing that long-term career roadmap.

So, before you leave, take a look at our Digital MBA for Technology Leaders. The 360º business course, built specifically for technology leaders who want to align their technical capabilities with high-impact leadership skills. It is a certified program that has helped transform the careers of hundreds of global tech leaders so far. It may easily be a couple of minutes that change your life and put your career on a certain growth trajectory.
July 7, 2023
Part-Time CTO in Today’s Business Landscape: Role & Expectations
A part-time CTO is a technology expert who works on a part-time or consulting basis for a company. The aim is to develop and implement the company’s technology strategy and oversee all aspects of its technology operations and product development.

A part-time tech executive can bring the same expertise and guidance to a company as a full-time one but at a fraction of the cost.

They typically work with smaller companies or startups that don’t have the budget or need a full-time position but still require technical guidance and expertise.

Lately, however, the term part-time is deprecated and instead, fractional CTO is more commonly in use.

Difference between a part-time, full-time, interim and virtual CTO

Part-time/fractional: Can have the same scope of work and responsibilities as the full-time tech leader or be hired for just a fraction of them but works temporarily either way.

Interim: A transitional technical leadership role; for example, when a CTO is on leave, the position becomes vacant or during a crisis and significant changes. An interim CTO is usually engaged over a defined period.

Virtual: A technology executive who provides CTO-level expertise and guidance to businesses remotely. A virtual CTO can be engaged on a part-time or fractional basis. Most commonly, a company hires a virtual CTO when there is someone in a CTO role but requires coaching from a more experienced tech executive. The coaching role may extend to other employees as well.

Learn more about fractional CTO services, and the role and responsibilities of fractional CTOs.

The advantages of part-time chief technology officers with industry-specific expertise
- Firstly, they bring deep knowledge of the industry’s technological landscape, allowing them to identify relevant solutions and stay abreast of emerging trends.
- Their specialized experience enables them to understand industry-specific challenges and tailor technology strategies accordingly.
- Their established network and understanding of industry best practices provide valuable insights and connections.
- Their focused expertise helps optimize technology investments, drive innovation, and navigate regulatory compliance.
Overall, a part-time CTO with industry-specific expertise brings targeted insights, customized solutions, and a competitive edge to businesses, enabling them to leverage technology effectively and achieve their industry-specific goals.

When do companies look for part-time CTOs and how do they vet the candidates?

One of the main advantages for companies is cost savings, as part-time tech executives are typically less expensive than their full-time counterparts. (Though not necessarily on a per-hour costing.) Additionally, they can bring fresh perspectives and outside expertise to a business, helping to identify and implement innovative technology solutions.

However, the number one concern is that a part-time CTO may not have the same level of commitment or investment in the business as a full-time one. This could result in a lack of strategic planning or a lack of focus on long-term goals. At the same time, communication and coordination can be more challenging.

Therefore, when applying for this role, make sure to remove all of those doubts.

How do companies search for the right person for the part-time CTO position?

Their first step is usually identifying the specific skills and expertise that the business requires. To do so, they consider the technology challenges they are facing and the goals they want to achieve.

Once they have a clear idea of what they need, they start searching by leveraging their network, seeking referrals, and using online platforms and job boards.

The most common job interview questions:
1. Experience with the industry
2. Experience with the specific technology needs
3. Your availability
4. Your leadership and communication style
5. What are you going to do on Day 1?
What they want to ensure is that a candidate aligns with the company’s values and culture. That being said, it can turn into a major advantage if you do your due diligence BEFORE you even apply just to see if you fit in.

TIP: in your application, address each of the aforementioned five questions.

Once a company filters out the most optimal candidate; say you, for instance, you’ll start compensation negotiation but also learn about their expectations and deliverables.

To help you gain the role but also know that it is the right role for you, offer a couple of free hours to work with them – this can save a lot of heartache later.

What could those expectations and deliverables be for startups?

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No company is perfect and almost certainly there will be some fires to put out, from realigning the roadmap, sorting out difficult team members and fixing quality issues to repairing relationships with the rest of the business.

1. Development of Technology Strategy (that aligns with business goals and supports growth).

2. Vendor Management (or overseeing relationships with technology vendors, negotiating contracts, and ensuring that vendors are meeting service level agreements).

3. Selection and Procurement of Technology Solutions that meet the company’s specific needs (e.g., hardware, software and cloud-based services).

4. Information Security and Data Privacy (i.e., they need a technical leader to help them implement and maintain effective policies and procedures to, ultimately, protect against cyber threats while ensuring compliance with regulations).

5. Software Development and Engineering (i.e., overseeing projects to ensure that they are completed on time, within budget, and to a high standard of quality).

6. IT Infrastructure Management (to ensure it’s reliable, secure, and efficient).

7. Cloud Computing Strategy (e.g., leveraging the benefits of cloud-based services, such as scalability, cost-effectiveness, and flexibility).

8. Digital Transformation Initiatives (e.g., identifying areas where technology can improve operations, customer experience, and revenue generation).

9. Risk Management (i.e., identifying and mitigating technology-related risks, such as data breaches, system failures, and cyber-attacks to protect the company from financial and reputational damage).

It’s worth noting, however, that it is necessary to define which of these duties the part-time CTO will be responsible for if there is a senior tech leader in the house already. For instance, an experienced part-time CTO could take over commercial topics while coaching the in-house CTO who takes care of everything else related to the role.

What is expected of a part-time CTO in digital transformation initiatives?

You will collaborate with stakeholders to assess the current technology landscape, identify areas for improvement, and develop a comprehensive digital strategy.

The company will expect you to:
- Lead the implementation of digital solutions.
- Oversee technological changes.
- Ensure alignment with business objectives.
Some of the goals and responsibilities they may set before you are:
- Driving innovation.
- Enhancing operational efficiency.
- Enabling the organisation to adapt to the evolving digital landscape.
In the end, what they ultimately want is to foster growth and competitiveness in the digital era. And that’s where a chief technology officer steps in.

Common misconceptions about a part-time CTO (that you must resolve)
- Lacks commitment or dedication to the company’s success.
- May not have sufficient knowledge or expertise to handle complex technology challenges.
- May struggle to integrate into the existing team or culture.
To properly address these concerns:
- Establish open lines of communication.
- Use case studies of your past work to prove your professionalism and ability to bring fresh perspectives and diverse experiences.
- Prove that you are familiar with the company, its values and its goals.
How will they measure your success?

The methodology may include any of the following:

1. Goals (that align with your responsibilities and the overall business objective).

2. KPIs (e.g., cost savings, revenue growth, customer satisfaction, technology adoption rates or project success rates).

3. Project Outcomes Evaluation (e.g., project completion within budget and timeline, achieved objectives and overall impact on the business).

4. Performance Reviews (i.e., evaluation of contributions, skills and alignment with company goals followed by constructive feedback on areas that need improvement).

5. Technology Advancement Assessment (e.g., evaluation of the implementation of new technologies or processes and assessment of their effectiveness in improving efficiency, productivity, or innovation).

6. Stakeholder Satisfaction (e.g., feedback from executive leadership, team members or clients).

7. Cost-Efficiency Analyses (e.g., reduction in technology-related expenses, improved resource allocation or increased ROI in technology initiatives).

8. Team Dynamics Monitoring (e.g., the effectiveness of communication, leadership and mentoring capabilities).

9. Industry Recognition Review (e.g., awards, speaking engagements or thought leadership contributions).

10. Feedback Request (i.e., self-assessment of impact, challenges and recommendations for improvement).

How to negotiate compensation

At the moment, the head of tech in the United States receives around $170,000 or $74.00/hour. In the UK, on the other hand, the average salary is £96,080 plus a 12% bonus in the private sector or £75,950 and a 27,90% pension addition in the public one.

To effectively negotiate a satisfying compensation, follow these steps:

1. Define Role and Responsibilities (i.e., clearly outline the specific role, responsibilities and deliverables to ensure a shared understanding of the scope of work).

2. Research Market Rates (i.e., conduct thorough research to understand the market rates for CTOs with similar expertise and experience).

3. Consider Compensation Structure (i.e., determine whether the compensation will be based on an hourly rate, a monthly retainer or project-based fees).

4. Discuss Time Commitment (i.e., agree on the number of hours or days per week that you will dedicate to the business; clarify flexibility and availability for urgent matters or strategic planning sessions).

5. Discuss Payment Terms (i.e., define the payment frequency and any milestones or benchmarks that trigger compensation; in other words, establish a clear understanding of invoicing and payment processes).

6. Consider Equity or Performance-Based Incentives.

7. Discuss Growth Opportunities (i.e., potential opportunity to transition to a full-time role or take on additional responsibilities as the company expands).

How does an onboarding process work?

The company will set specific expectations and goals, as well as key performance indicators and deliverables.

The next thing is to schedule regular check-ins to review progress, discuss challenges and provide feedback.

By default, you should have access to the resources, tools and information, including relevant data and company policies.

The company will also expect that you align with its values and culture so that you can join the overall effort of promoting a sense of shared purpose and vision. Hence, to understand the company’s unique perspective, introduce yourself with the context and background information about its history, goals and values.

They should also go through a so-called, transition plan with you that commonly includes a knowledge transfer plan and transition of responsibilities to other team members. This is for the moment you leave the company. If they don’t have a plan (e.g., start-up), feel free to make it. It will only add to your credibility and rapport-building process.

How do you transition from a part-time to a full-time contract or in-house technology team?

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If you feel that the only way to ensure continuity, expertise and the company’s ability to address the evolving technology needs is to transition to a full-time role, follow these steps:

1. Evaluate Long-Term Needs

Assess the company’s growth trajectory, technological requirements, and the evolving role of technology in the business to determine if transitioning to a full-time contract or building an in-house team makes sense.

2. Assess the Desired Skill Set

Identify the specific skills, expertise, and leadership qualities the company is expecting from a full-time CTO.

3. Propose a Transition Plan

Collaborate with the CEO to develop a transition plan that ensures a smooth handover of responsibilities, knowledge transfer and seamless integration.

4. Request Necessary Resources

(Budget, infrastructure and support systems, to thrive in your new full-time role.)

5. Foster Team Collaboration

Maintain collaboration and communication with a team and other departments to foster integration, knowledge sharing and alignment with overall business goals.

6. Make Inquiries on Professional Development Support

See what opportunities for professional development, training and upskilling the company provides. Feel free to suggest resources if there aren’t any.

7. Self-Assessment of the Progress

Evaluate the effectiveness and impact of the transition. Make necessary adjustments to fine-tune your performance.

How to position yourself to gain a competitive edge?

With the increasing demand for technical expertise, you now have a valuable opportunity to offer your expertise and leadership to businesses seeking flexible technology guidance. By showcasing your industry-specific knowledge, strategic mindset, and ability to drive technological advancements, you can position yourself as a sought-after professional in the evolving landscape of part-time technology leadership.

If, on the other hand, you have identified gaps in critical leadership skills, the best course of action is to seek mentorship. In other words, find experienced technology leaders who can act as mentors and provide guidance. Their insights and advice can help develop the necessary leadership skills.

Also, take advantage of professional development opportunities, such as workshops and courses or certifications, focused on leadership development. These programs provide the knowledge and tools to enhance leadership capabilities.

Finally, engage in networking activities within the technology industry. Building connections with other professionals can lead to valuable insights, shared experiences, and potential mentorship opportunities.

And we as a community of technology leaders are here to help you on that journey. The first step we recommend is to download our free e-book, “90 Things You Need to Know to Become an Effective CTO”.

60+ pages of personal insight and coalface experience from CTOs and entrepreneurs. As Brian Cline, a CTO from Canada, testifies, “This book is spectacular and not the typical marketing fluff you normally get as a lead magnet!”

Enjoy!
June 2, 2023

What is a Fractional CTO and How Do You Become One?

A Fractional CTO is a chief technology officer who provides on-demand services to a company or organization. In other words, it is a freelance contract that implies working for a fraction of the time and cost and just on the part of the project as opposed to full- or part-time CTO positions.

This role can be performed remotely or on-site, depending on the company’s needs. Lately, however, a growing number of professionals are seeking remote positions exclusively because they enable greater flexibility that radically improves the work-life balance. (Scroll down a bit to download the new Fractional CTO Playbook.)

TL;DR

A Fractional CTO is a senior technology leader who supports a company part-time/on-demand—often remotely—to deliver executive-level outcomes without the cost and commitment of a full-time hire.

Fractional CTOs typically help with:

Technology strategy + direction (what to build, why now, what to stop).
Delivery systems (process, CI/CD, testing, operational hygiene).
Product + engineering execution (roadmaps, resourcing, tradeoffs).
Team building (hiring, onboarding/offboarding, structure, leadership).
Scaling (platform readiness, org/process scaling, reliability).

Companies hire fractional CTOs because they need fast, credible leadership—often in a transition, growth moment, or leadership gap—while staying cost-effective (e.g., 15–20 hours/week instead of full-time).

To become one, you need a clear positioning (who you help + what outcomes you deliver), a repeatable engagement model (diagnose → plan → execute), and a pipeline (network, communities, targeted outreach, and the right job boards).

[Last updated: February 17, 2026]

Update (Feb 2026) includes: Added “owns/doesn’t own,” engagement models, red flags, success metrics, expanded FAQ, and refreshed US/UK rate benchmarks.

Fractional CTO Playbook by CTO Academy- PDF Cover

Get the Fractional CTO Playbook (Free PDF)

If you’re exploring fractional work (or already doing it), this playbook gives you the operating system: positioning, offer design, delivery plays, and the “don’t-learn-this-the-hard-way” pitfalls.
Skim it once. Then reuse the checklists every time you onboard a client or reset scope.

Downloading the ebook does not automatically subscribe you to our bi-weekly Technology Leadership Newsletter.

What is the typical role and job description of a Fractional CTO?

In short, FCTOs are responsible for overseeing the organization’s tech strategy, direction, and operations. They help companies with tech-related tasks such as:

Developing and implementing strategies
Managing IT operations
Overseeing product development
Managing vendor relationships
Evaluating and implementing new technologies
Providing leadership and mentorship

Digital MBA for Technology Leaders - Tech MBA by CTO Academy

As an FCTO, you are bringing your expertise and experience to help companies:

Align their technological initiatives with their business goals and objectives
Optimize investments
Drive innovation

Scope clarity prevents disappointment on both sides. So it’s important to understand what fractional CTOs own and what not.

What a fractional CTO owns

Technology direction: a clear, opinionated strategy tied to business goals (and a plan to execute it).
Execution system: operating cadence, decision rights, priorities, and the mechanisms that make delivery predictable.
Architecture guardrails: standards and tradeoffs that prevent expensive rewrites and keep scaling sane.
Engineering leadership leverage: team structure, hiring bar, coaching, and accountability across tech delivery.
Risk management: security, reliability, and technical debt triage, focused on what can actually hurt the business.

What a fractional CTO does not own

Being your full-time CTO in disguise: if you need daily executive presence, you need a full-time leader.
“Fix everything” with no authority: no decision rights = no accountability. Fractional leadership requires a sponsor who can commit and prioritize.
Being the part-time senior engineer: occasional hands-on spikes are fine; permanent “hero coding” is not the model.
Unbounded vendor/IT admin: tooling, procurement, device support, and helpdesk need clear ownership (unless explicitly scoped).
Results without participation: the strategy only works when leadership and the team adopt the cadence, make tradeoffs, and follow through.

Common assignments of a Fractional CTO in day-to-day operations

6 job duties commonly expected of a fractional CTO

In our talks with tech leaders from all over the world these past few years, we have discovered that there are a few universal expectations from an FCTO:

Creating development processes (i.e., CI/CD implementation, testing, etc.)
Making strategic decisions
Developing and supervising hiring, onboarding, and offboarding processes
Building in-house teams during the company’s transition from the outsourcing model (common for startups)
Discovering reliable and recurring revenue streams by determining product-market fit
Enabling scaling of operations relevant to products and feature development

Observed from the outcome-first perspective, the list of assignments looks like this:

Outcome: predictable delivery (less chaos, fewer surprises).
How: install an operating cadence, tighten planning, define “done,” introduce lightweight QA gates, and remove the top 1–2 bottlenecks slowing releases.
Outcome: faster decisions (less debate, more momentum).
How: clarify decision rights, set architecture guardrails, create a simple tradeoff framework, and align Product + Engineering on what matters this quarter.
Outcome: safer scaling (performance and reliability don’t collapse under growth).
How: stabilize the platform, add observability, harden incident response, reduce single points of failure, and prioritize technical debt that directly impacts uptime or velocity.
Outcome: a team that can execute without heroics.
How: reset roles and expectations, improve hiring loops, coach engineering leadership, fix incentives, and establish clear ownership across systems and domains.
Outcome: investor readiness (confidence during diligence).
How: produce a credible roadmap, quantify key risks, document architecture and security posture, define metrics, and create a technical narrative that leadership can defend.
Outcome: cost control without slowing down.
How: remove waste (unused tools, duplicated systems, inefficient workflows), right-size vendors, improve build vs buy decisions, and focus spend on the few bets that move outcomes.

Engagement models (how fractional CTOs typically work)

Most fractional CTO engagements fall into one of these three patterns:

Assessment sprint (1–3 weeks)
A rapid diagnosis of the current reality: delivery health, team structure, architecture, risk, and priorities, all ending with a clear action plan and success metrics.
Operating retainer (monthly)
Ongoing executive leadership through a repeatable cadence: weekly sponsor sync, roadmap and delivery rhythm, decision-making guardrails, and continuous risk reduction.
Time-boxed execution (4–12+ weeks)
A focused mandate with a clear end state (e.g., stabilize releases, prepare for diligence, rebuild the team, modernize a critical system), often paired with hands-on workshops and heavier availability.

Rule of thumb:

Assessment → Retainer is the cleanest default. Use time-boxed execution when there’s a specific milestone or urgency driving the work.

Success metrics (what “good” looks like)

Delivery becomes predictable: roadmap commitments start matching what actually ships.
Lead time drops: work moves from idea → production faster, with less waiting and rework.
Quality improves: fewer production incidents, fewer hotfixes, and cleaner release cycles.
Decision-making speeds up: fewer stalled debates, clearer ownership, and better tradeoffs.
Team health rises: lower burnout, clearer roles, stronger hiring signal, and better retention.
Risk is under control: security and reliability gaps are visible, prioritized, and steadily reduced.

The two main external drivers of high demand for Fractional CTOs

Cost-effectiveness

Experienced chief technology officers may present a heavy burden on the usually limited startup budget. Additionally, the company may not yet have the need for a full-time CTO role.

Fractional CTOs present a cost-effective way for companies to get a senior-level technology leadership

In these circumstances, hiring someone to work only 15-20 hours a week can be a win-win situation for both parties. On the one hand, you can charge more per hour than possible in a permanent contract. On the other hand, the total cost for the company is less than it would be for a traditional position.

The remote and hybrid working trend

The paradigm has changed. Work is not necessarily where we go anymore, but what we do. That’s one of the reasons why remote/hybrid working is quickly becoming the model of choice for not only a growing number of companies of all sizes but also seasoned professionals.

Remote working trends in the UK from 1980 to 2022. — Chart by StandOutCV. Shows the remote work trends in the UK, 1980-2022.

In such a scenario, organizations are removing geographical barriers and hiring talent from around the world at competitive prices. This, in turn, is allowing them to slice large projects into chunks and hire multiple fractional tech leaders to develop, oversee, and manage individual road maps.

Top reasons why companies are looking for fractional CTO services

To put it bluntly, fractional CTOs are a) cost-effective, and b) represent immediate solutions for companies that require high-level tech management without the commitment and cost of an in-house employee.

2 main reasons why companies are hiring fractional CTOs

This, basically, means that FCTOs are primarily engaged by SMBs that do not have the resources or need for a more permanent role but still require strategic technology leadership and guidance. Lately, however, we have also seen large companies offering this specific position.

Reasons companies opt for fractional CTOs

The company is operating with a low budget and can’t afford to pay, for instance, a $250K/year salary.
Time is of the essence, and they can’t afford to bother with the lengthy process of onboarding a full-time CTO; therefore, they are looking for someone who can start immediately.
They are looking to hire more than one tech leader for any number of reasons; most commonly due to the sudden expansion after a successful funding round.
They have the vision of a product but lack the practical knowledge to build such a technology. In such a scenario, you work closely with other C-suite executives to bring the product and tech strategy to life.
They have serious issues with the technology team, either due to the unplanned departure of the previous leader or the team’s inefficiency caused, for example, by quiet quitting.
They are changing the outsourcing model in favor of an in-house team of engineers.
They need technical leadership to aid with raising funds from VCs, in which case, an FCTO is hired to review the architecture, development processes, disaster recovery, compliance policies, certifications, and other relevant parts of the operations and, ultimately, to ensure business continuity.

The difference between an Interim CTO and a Fractional CTO

An Interim CTO is a temporary or transitional tech leader. For example, one can be appointed when the current tech leader is on leave or when a role suddenly becomes vacant. Another instance would be a crisis or significant change.

ICTOs are typically engaged for a defined period. They are responsible for managing the following:

The technology strategy
Operations
Team

The significant difference between the two is that an ICTO controls the helm while a fractional CTO is responsible for just one segment of navigation.

Additionally, an FCTO may operate on an ongoing basis while an ICTO is hired for a specific and relatively short period.

The average Fractional CTO rates and salary (refreshed for 2026)

“Fractional” pricing isn’t just a smaller version of a full-time CTO salary. It’s a premium for concentrated senior judgment—typically packaged as a monthly retainer (operating cadence + decision-making) and sometimes topped up with short, high-intensity bursts (assessment, turnaround, fundraising prep).

Below are the current market benchmarks for the US and the UK.

How to use these numbers (without getting misled)

Use full-time salary to anchor “what dedicated ownership costs.”
Use fractional rates to price “high-intensity leverage” (fast decisions, fewer mistakes, less risk).
For most companies, a fractional CTO is best bought on a cadence + outcomes basis, not as “hours.”

Market	Full-time CTO salary benchmark	Fractional pricing proxy
US	~$309k average (Salary.com, Jan 1, 2026)	~$200–$500/hr and ~$10k–$25k/mo retainers (market guides)
UK	~£116.7k average (Glassdoor UK, Feb 2026)	~£800/day median contractor rate (ITJobsWatch, 6 months to Feb 16, 2026)

United States fCTO rates (US)

Full-time CTO salary (benchmark)

Think of this as the reference point for what “dedicated executive ownership” costs:

~$309k average CTO salary in the US (Salary.com, Jan 1, 2026).
~$318k average (Glassdoor, Feb 2026).
PayScale shows a lower average (~$183k), which often reflects how loosely “CTO” gets used as a title in smaller firms.

Fractional CTO rates (what companies typically pay)

You’ll see two dominant patterns:

Hourly (for diagnostics/architecture/due diligence): commonly $200–$500/hr, with premiums for urgent turnarounds, security/regulatory work, or “hands-on executive operator” mandates. Fractional CTOs in our community report an average of $300/hr.
Retainers (for ongoing leadership): commonly mid-four to low-five figures per month, depending on scope, availability, and decision load.

What’s changing (2025 → 2026)

Buyers are getting sharper: they’ll pay for a fractional CTO who can install operating rhythm, reduce delivery risk, and make priorities stick, but they’re less interested in “advice-only” arrangements.

United Kingdom fCTO rates (UK)

Full-time CTO salary (benchmark)

UK CTO pay is highly sensitive to what the title actually means (true exec vs senior engineering lead), but current benchmarks cluster here:

~£116,658 average CTO salary (Glassdoor UK, Feb 2026).
Many “salary guide” ranges for senior CTO roles typically span £120k–£200k+, depending on market and mandate.
Survey-based estimates highlight a higher “senior end” in the ~£166k range for experienced CTO profiles.

Fractional/contract pricing (best UK proxy)

The UK market often expresses “fractional CTO” as a contract day rate:

£600/day median for CTO contract roles (ITJobsWatch, based on postings in the 6 months leading up to 12 Feb 2026).

What’s changing (2025 → 2026)

Budgets are tighter for generic leadership, but the market still pays for fractional CTOs who can stabilize delivery, de-risk security, and get the company investor-ready on a clear timeline.

What drives variance (and why “average” can mislead)

Fractional CTO pricing moves fast based on:

Stage + urgency: turnaround, missed deliveries, or funding deadlines cost more.
Scope + decision rights: “advisor” is cheaper than “operator accountable for outcomes.”
Risk profile: security, compliance, reliability, and platform scale add a premium.
Hands-on depth: occasional spikes are normal; becoming the de facto lead engineer changes the model.
Time commitment + availability: 5–10 hours/month ≠ 1–2 days/week.

PROs and CONs of the fractional tech leadership

As with every other contract type, there are advantages but also downsides to working as a fractional CTO.

Pros

Flexibility in terms of location and time.
Working in different industries and sectors, thus, developing professionally at a much faster pace.
Compensation can be much higher than in full-year positions.

Cons

It’s hard to track the successes and end results of your work.
Feeling disconnected from the company’s culture (i.e., a lone wolf syndrome).
The pains of bringing order into chaos which is a common scenario in startups.

Where to find job opportunities

For those without a network, the quickest way to find fractional CTO jobs is through job boards like:

Indeed (review Indeed’s available jobs)
Glassdoor (review job positions on GD)
LinkedIn (view relevant LI job search)
Builtin (review and apply for fractional tech-lead jobs)
Zippia (check current job opportunities on Zippia)

LinkedIn job board with available fractional and full-time CTO jobs

It is also wise to join CTO groups like ours here at the Academy and attend specialized events where you can participate in discussions and establish long-lasting relationships with your peers. In our experience, there is no better way to get a timely tip for a new job opening.

How to get hired

How to Become a Fractional CTO (a simple 3-step path)

1) Positioning: pick a lane

You don’t need to be “CTO for everyone.” You need to be the obvious choice for a specific situation.

Choose who you help (stage, domain, team size, constraints).
Choose what outcome you reliably deliver (stabilize delivery, scale platform, rebuild team, investor readiness).
Build proof: 2–3 short case stories with measurable before/after signals.

2) Offer: make it easy to buy

Fractional leadership sells faster when it’s packaged as a repeatable engagement, not open-ended availability.

Start with an assessment (rapid diagnosis + priority map).
Turn that into a plan (tradeoffs, sequencing, ownership, success metrics).
Run an operating cadence (weekly exec sync + delivery rhythm + decision log) that makes progress inevitable.

3) Pipeline: build a predictable deal flow

Most fractional CTO work is won through trust, not applications.

Referrals and warm intros (founders, operators, investors, agencies).
Community presence (where founders already ask for help).
Proof in public (writing, talks, teardown posts, short frameworks).
Partnerships (fractional CFO/COO, product leaders, dev shops) that route leads your way.

To sum up: Pick a lane → package an offer → build a trust-based pipeline.

How to get hired as a fractional CTO (what actually works)

Fractional CTO work is won through trust + proof + clarity.

Lead with outcomes, not a title.
Say what you do in plain English: “I help Series A SaaS teams turn chaotic delivery into predictable shipping within 60–90 days.”
Package a repeatable starting point.
Make it easy to buy: an assessment sprint that turns into a prioritized plan and an operating cadence. Ambiguity kills deals.
Show proof that reduces perceived risk.
Bring 2–3 short case stories with measurable signals (release frequency, lead time, incident rate, hiring throughput, cost-to-ship). Add references when possible.
Build your pipeline where founders already trust people.
Referrals, operator communities, investor networks, alumni groups, and partnerships (fractional CFO/COO, product leaders, agencies) outperform job boards for exec-level fractional work.
Use content as a credibility engine (not as “marketing”).
Publish frameworks, teardowns, and decision guides—the kind of writing that sounds like you’ve been in the room when things were on fire.

Competing on tenders

Having an industry-recognized CTO certification makes the hiring part a whole lot easier; all you have to do is send a cover letter to compete for a tender.

Remember, you are not alone, and the only way to get that interview is to send an attention-grabbing cover letter.

How to write a winning cover letter

The first rule of cover letters is that it is not about you per se, but about the job and the company you are applying to. In other words, you want to explain in less than 250 words how your experience and expertise solve their problems. That’s the only thing they want to hear.

A cover letter for a fractional CTO job — Writing a cover letter for a fractional CTO job. Photo by Glenn Carstens-Peters on Unsplash.

You should clearly demonstrate:

Complete understanding of the employer’s needs and the project’s specific requests.
Necessary experience and expertise to ultimately deliver what’s expected of you.

Here are a few additional cover letter tips:

Mention your most recent experience with similar projects early on (i.e., in the opening paragraph because that’s what most platforms show to employers in snippets).
Showcase the accomplishments of that particular job next (i.e., how did your engagement there help that employer achieve desired goals).
Point out certain risks that only an experienced tech leader would be aware of to prove your expertise.
Refrain from bragging and self-glorification, and focus on the job’s requirements.
Briefly cite your experience in the very last paragraph.

Red Flags When Hiring a Fractional CTO

No real sponsor. If nobody can make decisions and set priorities, the engagement turns into advice with no outcomes.
“Fix everything” scope. Vague mandates create endless work, constant escalation, and disappointment on both sides.
No decision rights, but full accountability. If you can’t influence priorities, staffing, or technical direction, you can’t own results.
A culture that won’t prioritize. If every request is “urgent,” nothing ships predictably. Fractional leadership won’t fix a leadership problem.
They’re hiring a hero, not a system. If the expectation is “come in and save us,” the company is buying dependency instead of building capability.

Key Takeaways

A fractional CTO gives you CTO-level outcomes without a full-time hire, but only if scope and decision rights are clear.
The role works best when it’s bought as cadence + accountability, not as “a few hours of advice.”
Strong fractional CTOs focus on predictable delivery, faster decisions, and risk reduction. Then they build systems so the team can sustain it.
Pricing varies widely because it reflects urgency, risk, and ownership, not just time spent.
The best engagements end with the company stronger without the fractional CTO: better leaders, better cadence, better execution.

Conclusion

If you are favoring the flexibility of remote working, then offering your experience and expertise as a fractional CTO should be your top priority. The trends are showing that demand for this particular contract type is steady. And, with such a high number of emerging tech startups, it shouldn’t be too hard to land your next job.

Finally, if peer advisory could be beneficial to you in any way, book a free orientation call with our Senior Team. It is an opportunity to discuss the most optimal future steps in your career.

Frequently Asked Questions (FAQ)

What is a fractional CTO, really?

fCTO is a senior technology leader who works on a fraction of a project for a fraction of time and delivers CTO-level outcomes part-time—strategy, execution systems, team leadership, risk reduction—without the cost/commitment of a full-time hire.

What’s the difference between a fractional CTO, an interim CTO, and an “advisor”?

Interim fills a full-time gap temporarily. Fractional drives outcomes with limited hours via cadence and leverage. Advisor gives guidance, but typically doesn’t own execution systems or operating rhythm.

As a fractional CTO, what size organizations do you engage with, and what challenges are you helping them solve?

Most commonly: startups and SMBs that need senior leadership now, but not full-time. Problems: delivery chaos, roadmap misalignment, scaling pain, technical debt, hiring, architecture decisions, security/compliance gaps, vendor/platform choices.

When should a company hire a fractional CTO (vs a VP of Eng, consultant, or full-time CTO)?

Hire a fractional CTO when you need executive-level judgment and operating rhythm to stabilize/scale before you can justify or successfully recruit the full-time role. If you mainly need delivery management, a strong VP of Eng may be the better first move.

What should a company expect in the first 30 days?

A fast diagnosis, clear priorities, decision rights, operating cadence, and a pragmatic plan, plus a few visible fixes that reduce risk and restore momentum.

Do you actively code in FCTO roles?

Sometimes, but it’s optional. The job is leveraging: priorities, systems, architecture, leadership, and decision-making. Coding is useful for short spikes, unblocking, or providing direction, but if you become the part-time “principal engineer,” you cap impact and create dependency.

Do FCTOs contract on an hourly basis or based on deliverables/projects?

Most fractional CTO work is best as a retainer or day rate, often preceded by a fixed-scope assessment. Pure hourly invites micromanagement; pure deliverables can be dangerous if the environment is unknown (hidden debt, unclear ownership, weak execution capability).

What has proven to be the most effective way to get new clients?

Referrals and reputation loops (writing, speaking, operator networks). The multiplier is a crisp positioning: who you help + the outcome you reliably deliver + the first step to start.

How much should a fractional CTO cost?

It varies by market, stage, and mandate. The right framing isn’t “hours × rate,” It’s risk removed + speed gained + mistakes avoided. Pricing should reflect outcomes and decision load, not keystrokes.

How much equity can one expect in each company they’re a fractional CTO in?

Often none. Equity tends to appear when you’re operating like foundational leadership (early-stage, meaningful time, long runway, real accountability). Treat equity as upside unless you’re prepared to accept venture-level risk.

If the FCTO accepts equity to work in a startup, what prior verifications should they do? Should the equity contract be reviewed by a lawyer?

Yes, use a startup-savvy lawyer. Verify: cap table basics, grant type (options vs RSUs), vesting/cliff, exercise rules, acceleration, repurchase rights, IP terms, dilution expectations, board approvals, and the company’s runway/funding reality.

How much value do investors place on an “fCTO” on a seed-stage board deck vs a W2 “CTO”?

Investors value execution certainty. A W2 CTO signals commitment, but a fractional CTO can carry weight if they have visible accountability, a credible operating cadence, and evidence they can ship and scale with the current team.

As a fractional CTO, do you report to the CEO/CFO/COO?

Typically CEO. Sometimes COO for execution-heavy mandates. CFO-only oversight can be a red flag unless the CEO is still clearly sponsoring priorities and decisions.

What is a remote/in-office ratio for fractional CTOs: remote, in-house, or hybrid?

Usually remote or hybrid. A common pattern: remote weekly cadence + occasional on-sites for strategy workshops, leadership alignment, and high-trust moments.

If you have multiple clients at the same time, how do you balance your mindshare between different companies?

You don’t “balance,” you design constraints: limit concurrency, standardize cadence, document decisions, protect deep-work blocks, and avoid clients who demand reactive availability.

Was the transition from CTO to fractional CTO difficult? What pitfalls show up in the first roles?

The shift is from “own everything” to “create leverage with limited time.” Early pitfalls: unclear scope, no decision rights, constant firefighting, underpricing, weak sponsor alignment, and becoming the glue that prevents the org from maturing.

Is going fractional usually a first choice, or something people do when full CTO roles aren’t available? Do you enjoy it more?

Both happen. The sustainable version is intentional: autonomy, variety, and high-leverage work, paired with tight positioning, boundaries, and pipeline discipline.

How long has been the longest contract you’ve had as a fractional CTO? If you get a full-time job offer mid-contract, what do you do?

Long contracts are common when you become part of the operating rhythm. If a full-time offer appears, manage it like an executive: communicate early, propose a transition plan, and protect your reputation.

As an outsider/hired gun, how do you build culture and be accepted as the person to deliver it?

Don’t “declare culture.” Model behaviors, install operating principles (decision-making, quality bars, accountability), and produce early wins that prove you’re there to enable, not to judge.

Do you find yourself playing the role of a full-time CTO in smaller organizations?

It can happen. Prevent it with explicit boundaries: what you own vs IT/ops/vendors, what “CTO outcomes” mean, and what is out of scope.

What does “success” look like for a fractional CTO engagement?

Faster decisions, stable delivery, predictable planning, improved quality, lower operational risk, better hiring, clearer architecture direction, and leadership alignment without constant escalation.

What are common engagement models (how do you start)?

Most effective: Assessment → Plan → Operating cadence. The assessment surfaces reality fast; the plan sets priorities; cadence makes it stick (weekly exec sync, product/engineering rhythm, metrics).

What are the top red flags when a company wants a fractional CTO?

No real sponsor, refusal to prioritize, “fix everything” mandate, hidden politics, unrealistic timelines, outsourcing blame, or expecting you to be both CTO and full-time senior engineer.

How do you prevent becoming a permanent firefighter?

Establish decision rights, install a weekly operating cadence, insist on prioritization, and measure progress via outcomes. If you can’t control priorities, you can’t own results.

What should be in the contract (minimum)?

Scope/outcomes, time commitment, availability expectations, decision rights, confidentiality/IP, termination terms, payment terms, and explicit out-of-scope clauses.

How do you handle confidentiality and conflicts of interest across clients?

Clear conflict policy, no overlapping competitors, strict information boundaries, and transparent disclosure when something is adjacent.

What should a founder prepare before hiring a fractional CTO?

Access to stakeholders, current roadmap, architecture overview, key metrics, delivery history, team structure, and the real list of “known issues” (including uncomfortable ones).

When should a company graduate from a fractional CTO to full-time?

When the business needs daily executive ownership of technology, continuous org design, and deep internal context, and when the cost of part-time leadership exceeds the risk of not having full-time leadership.

April 18, 2023

Category: Types of CTOs

AI has made that responsibility more urgent

TL;DR

Table of Contents

What is a Chief Technology Officer?

The CTO role varies from one organization to another

The common thread is accountability for technology direction

What Does a CTO Actually Own?

This is how it works in practice

CTO vs CIO vs VP of Engineering vs Head of Engineering

CIO vs CTO

VP of Engineering vs CTO

Head of Engineering vs CTO

Donning several hats at once

How the CTO Role Has Changed

This shift has changed how CTOs spend their time

Why AI Has Made the CTO Role More Visible

The CTO’s role is to help move beyond AI enthusiasm and into practical adoption

What Skills Should the Modern CTO Possess

AI has made that skill stack more demanding

AI Leadership Responsibilities for Chief Technology Officers

AI Strategy

AI Integration

AI Governance

AI Risk

AI Adoption

Common Types of CTO Roles

The important point is context

First 90 Days as a CTO

In the first 90 days, a CTO should, therefore, focus on:

The goal is to build enough understanding to make better decisions

How to Build CTO Readiness

Related Resources for Current and Aspiring CTOs

Frequently Asked Questions (FAQ)

What does CTO stand for?

What does a Chief Technology Officer do?

Is a CTO higher than a VP of Engineering?

What is the difference between a CTO and a CIO?

What skills does a CTO need?

How has AI changed the CTO role?

How do you become a CTO?

Key Takeaways

TL;DR

Table of Contents

Get the IT Career Path Roadmap (Free PDF)

CPTO Job Description, Responsibilities, Required Skills, and Impact

Responsibilities

1. Product Strategy and Vision

2. Technology Roadmap and Execution

3. Team Leadership and Development

4. Innovation and Growth

5. Data-Driven Decision Making

6. Marketing and Evangelism (in some instances)

Skills and Expertise

Organisational Impact

When It Makes Sense to Have CPTO Instead of the Traditional Tech Leadership Duo

Distinguishing Responsibilities

TABLE 1: CPTO-CTO-CPO comparison table

TABLE 2: Who owns what

When a CPTO Role Makes Sense?

When Separate Roles Make More Sense

Organizational Design: Who Reports to a CPTO (and when to split the role again)

Typical reporting lines to a CPTO

Two practical patterns that work well

“Split triggers”: when it’s time to separate CPO and CTO again

If you keep the CPTO role at scale, reduce overload with explicit structure

Operating Model: How a CPTO Runs the Organization

The CPTO Operating System (the “minimum viable” version)

Decision Rights: What the CPTO Decides vs Delegates

A Practical Template for Fast Alignment (use this in every meeting)

First 30 Days: What a New CPTO Should Implement

CPTO KPIs

The CPTO Scorecard (recommended categories)

How to Use the Scorecard (without turning it into bureaucracy)

Quick-starter Set of metrics (if you want the minimum viable version)

Charting a Career Roadmap

CTO-to-CPTO

CPO-to-CPTO

Senior Engineers/Tech Leads-to-CPTO

Developing Essential Skills