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Lessons Learned: What does a startup CTO actually do?

Startup Lessons Learned

Lessons Learned by Eric Ries Tuesday, September 30, 2008 What does a startup CTO actually do? Often times, it seems like people are thinking its synonymous with "that guy who gets paid to sit in the corner and think technical deep thoughts" or "that guy who gets to swoop in a rearrange my project at the last minute on a whim."

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Lessons Learned: Customer Development Engineering

Startup Lessons Learned

Lessons Learned by Eric Ries Sunday, September 7, 2008 Customer Development Engineering Yesterday, I had the opportunity to guest lecture again in Steve Blank s entrepreneurship class at the Berkeley-Columbia executive MBA program. What about a hardware business with some long-lead-time components?

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Lessons Learned: Just-In-Time Scalability

Startup Lessons Learned

Lessons Learned by Eric Ries Tuesday, September 2, 2008 Just-In-Time Scalability At my previous company, we pioneered an approach to building out our infrastructure that we called "Just-In-Time Scalability." You can also download our presentation, " Just-In-Time Scalability: Agile Methods to Support Massive Growth."

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Waves of technology platforms

Startup Lessons Learned

So one of the first things we did was to hire an Oracle expert and get to work. You dont need to invent a new architecture, and you dont need to even build your architecture up-front. Case Study: Continuous deployment makes releases n. I was building a new startup in 1999, and wanted to do it right.

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Lessons Learned: The hacker's lament

Startup Lessons Learned

In a few cases, they are clearly smart people in a bad situation, and Ive written about their pain in The product managers lament and The engineering managers lament. I know them right away - we can talk high-level architecture all the way down to the bits-and-bytes of his system. Just change it.

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Thoughts on scientific product development

Startup Lessons Learned

Lots of engineers are busy checking in and deploying their work. Someone has managed to convince themselves that they have to do their big architecture change in one fell swoop. Sure, we kept that one engineer busy while they toiled away on their own, but did that optmize the whole teams efforts?