Architecture Design Developer Development Team Review 
Both Sides of the Table
MARCH 30, 2011
In the initial phases of any new market you’re developing a product (hopefully with a minimal set of features), getting feedback from customers, refining your product based on user feedback and then re-launching your product. Markets develop for a complex set of factors that are often beyond all of our control. What did he know?
Startup Lessons Learned
APRIL 26, 2009
Lessons Learned by Eric Ries Sunday, April 26, 2009 Product development leverage Leverage has once again become a dirty word in the world of finance, and rightly so. But I want to talk about a different kind of leverage, the kind that you can get in product development. Its a key lean startup concept.
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rapidrollout.wordpress.com
JANUARY 15, 2011
If you haven’t noticed from my web site or blog, I work as a web applications developer and a consulting CTO. Investors use a consulting CTO for technical due diligence. A consulting CTO is an expert on the current state of the technology and can suggest the most appropriate development platform for your business.
mashable.com
MAY 9, 2011
With development teams often based around the world, being the center of communication and progress can either lead to a tremendously successful strategy or a bottleneck that can slow down an entire company. An Eye for Business Development Your new CTO’s technology vision should fall in line with your overall business strategy.
Startup Lessons Learned
OCTOBER 20, 2008
Lessons Learned by Eric Ries Monday, October 20, 2008 The engineering managers lament I was inspired to write The product managers lament while meeting with a startup struggling to figure out what had gone wrong with their product development process. And this was a huge product, which took years to develop.
dontbesoanalytical.blogspot.com
MAY 13, 2012
One firm had a CTO that was chartered to run a group of developers. The CTO should not manage developers. The head of development spends his or her time working to keep the development team on track against a set of product plans. A CTO should not manage a hardware team or an infrastructure group.
TechEmpower
FEBRUARY 10, 2016
We’ve heard this from startup founders, product managers, development team leads, CTOs, and others who see their product gaining traction, but simultaneously see performance falling off a cliff. Too often though, it’s the result of performance needs not being properly assessed at the start of work. So, why does this happen?
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