Steve Blank

OCTOBER 26, 2020

He also said, “The most important hire I made in my time at the JAIC was the chief technology officer, Nand Mulchandani.” In this class session Nand Mulchandani, JAIC CTO who just completed an extended stint as Acting Director, continued the discussion of AI and the role of the JAIC. That doesn’t mean anything. Postscript.

Artificial Inteligence 388

Artificial Inteligence Fractional CTO Technology CTO 388

firstround.com

SEPTEMBER 10, 2013

How to Go From Google Engineer to First-Time CTO. Product and Engineering. How to Go From Google Engineer to First-Time CTO. Today, he’s the co-founder and CTO of Artillery , bringing console-quality gaming to the web browser. at least until one of our new hires requested one.

CTO Hire 52

CTO Hire Engineer Software Review Part-Time VPE 52

Startup Lessons Learned

SEPTEMBER 22, 2008

Lessons Learned by Eric Ries Monday, September 22, 2008 Thoughts on scientific product development I enjoyed reading a post today from Laserlike (Mike Speiser), on Scientific product development. I agree with the less is more product development approach, but for a different reason. Now that is fun.

Product Development 68

Product Development Developer San Francisco Product 68

www.informationarbitrage.com

FEBRUARY 24, 2010

Main February 23, 2010 Advice for CTO Founders: Dont Let Business Kill the Business Founding a technology company is an amazing thing. Too often, however, I have found CTO / Founders paired with business people who not only don't add value, but frequently detract from the value of the business.

CTO Hire 40

CTO Hire Founder Cap Table Vesting 40

Business Plan Blog

OCTOBER 4, 2013

Don’t hire people with skills and qualifications similar to yours. If you have a technical background and you are focused on product development, consider a co-founder with a sales and marketing background that can focus on selling your world class product. Hiring the right people at the right time is key.

Part-Time VPE 79

Part-Time VPE Fractional VPE Cofounder CTO Hire 79

Both Sides of the Table

MAY 27, 2013

But the thing I am most proud of about Rob is that he has taken a company with a uniquely talented founder & CTO – Nick Halstead – and managed to build a very tight working relationship with Nick where we drive world-class product development without having the usual founder / CEO conflicts.

Advisory Board 365

Advisory Board CTO Hire Fractional CTO Los Angeles 365

View from Seed

MAY 11, 2016

The last time they were starting a company at the raw, pre-product/market fit stage may have been quite a few years ago. The context of starting business may have changed, and some of the tools and practices (especially around early product development and go-to-market) might look very different.

Founder 159

Founder Cofounder CTO Hire Early Stage 159

Feld Thoughts

MAY 5, 2011

Jud is an extremely experienced CTO / technical product manager and developer, but had never been a CEO. Oh, and they are hiring as fast as they can find great people ; across the spectrum (business, sales, & engineering). At this point, the other co-founder, Jud Valeski, stepped up to be the CEO.

CTO Hire 131

CTO Hire Cofounder Architecture Product Development 131

Spencer Fry

DECEMBER 16, 2019

I've chosen to continue to lead product, but I've given up almost all of my responsibilities in regard to marketing and support. In fact for a long time, it was just me running all departments, but as we began to grow, that broke down quickly. New hiring responsibilities. It's even difficult for me at times as the CEO.

CTO Hire 44

CTO Hire Wiki Product Development Matching 44

SVPG

MARCH 5, 2011

Organizationally, this role typically manages the product owners/product managers and the user experience designers, and generally reports to the CEO. With some exceptions, it it is important that this role be a peer to the CTO and the VP Marketing. Those that do succeed make a dramatic difference for their companies.

Product 82

Product CTO Hire Hiring Leadership 82

Startup Lessons Learned

SEPTEMBER 22, 2008

Paid - if your product monetizes customers better than your competitors, you have the opportunity to use your lifetime value advantage to drive growth. In this model, you take some fraction of the lifetime value of each customer and plow that back into paid acquisition through SEM, banner ads, PR, affiliates, etc.

San Francisco 167

San Francisco CPA SEM CTO Hire 167

The Next Web

DECEMBER 2, 2013

Therefore, if you want to bring an MVP ( Minimum Viable Product ) to market, Werdelin approximates that you’ll need $50,000 to $250,000 , depending on the skill sets of the developers and designers you hire. Werdelin equates building a successful product to building a nightclub. times that amount in total costs.

Cost 168

Cost San Francisco New York City Ruby 168

Startup Lessons Learned

DECEMBER 7, 2008

And we cant hire new engineers any faster, because you cant be interviewing and debugging and fixing all at the same time! Even with the highest standards imaginable, theres no way to hire just genius hackers. Hire a CTO or VP Engineering. Worst of all, your teammates are constantly wanting to have meetings.

Software Review 94

Software Review Technical Review Part-Time VPE San Francisco 94

Venture Chronicles

AUGUST 2, 2013

I have covered a couple of topics in this series, the first being hiring the best people and the second organizing for success based on the attributes of the people you are hiring.

Product 62

Product CTO Hire Architecture Startup 62

Hippoland

OCTOBER 9, 2016

This is one of my favorite startup presentations of all time by Mike Cassidy on going fast. Demonstrate that you can pull the trigger on things quickly — whether it be getting customers, hiring / firing employees, or product development. And convey this in your pitch.

Seed Stage 48

Seed Stage CTO Hire Email Later Stage 48

Startup Lessons Learned

SEPTEMBER 15, 2008

The application of agile development methodologies which dramatically reduce waste and unlock creativity in product development. See Customer Development Engineering for my first stab at articulating the theory involved) Ferocious customer-centric rapid iteration, as exemplified by the Customer Development process.

Lean 168

Lean San Francisco Startup Continuous Deployment 168

Startup Lessons Learned

SEPTEMBER 7, 2008

In a startup, both the problem and solution are unknown, and the key to success is building an integrated team that includes product development in the feedback loop with customers. 2008 09 06 Eric Ries Haas Columbia Customer Development Engineering View SlideShare presentation or Upload your own.

Customer Development 131

Customer Development Engineer San Francisco Developer 131

Startup Lessons Learned

SEPTEMBER 2, 2008

Thoughts on scientific product development Lo, my 5 subscribers, who are you? Q&A with an actual reader The lean startup comes to Stanford You don't need as many tools as you think The three drivers of growth for your business mode.

San Francisco 94

San Francisco Continuous Deployment Agile Lean 94

Startup Lessons Learned

SEPTEMBER 2, 2008

This simple feedback loop has proven its worth to me time and again. Its inspired by the classic OODA Loop and is really just a simplified version of that concept, applied specifically to creating a software product development team. There are three stages: We start with ideas about what our product could be.

San Francisco 142

San Francisco Continuous Deployment Lean DC 142

Startup Lessons Learned

SEPTEMBER 10, 2008

I am convinced one of Joel Spolskys lasting contributions to the field of managing software teams will turn out to be the Joel Test , a checklist of 12 essential practices that you could use to rate the effectiveness of a software product development team. Thoughts on scientific product development Lo, my 5 subscribers, who are you?

Software Review 144

Software Review Technical Review San Francisco Continuous Deployment 144

Startup Lessons Learned

SEPTEMBER 10, 2008

Thoughts on scientific product development Lo, my 5 subscribers, who are you? Q&A with an actual reader The lean startup comes to Stanford You don't need as many tools as you think The three drivers of growth for your business mode.

Software Review 68

Software Review San Francisco Technical Review Continuous Deployment 68

Startup Lessons Learned

OCTOBER 4, 2008

Maybe youd like to start with The lean startup , How to listen to customers , or What does a startup CTO actually do? ) Eric, I landed upon your blog when I was searching for the path to CTO a couple of months back and I have been a frequent to the site since then. Your "startup-lessons-learned" are very valuable.

San Francisco 155

San Francisco Technical Cofounder Fractional CTO CTO 155

Startup Lessons Learned

SEPTEMBER 12, 2008

Thoughts on scientific product development Lo, my 5 subscribers, who are you? Q&A with an actual reader The lean startup comes to Stanford You don't need as many tools as you think The three drivers of growth for your business mode.

Audience 119

Audience San Francisco Continuous Deployment Lean 119

Up and Running

OCTOBER 8, 2015

Instead, we built a product first (that’s expensive!) and then started hunting around for the right target market (that’s usually the cheap part of product development). Or, your target market might be a certain type of employee at another company, such as a CTO or head of marketing. First, what’s market research?

Marketing 60

Marketing Forecast CTO Hire Finder 60

Startup Lessons Learned

SEPTEMBER 5, 2008

Thoughts on scientific product development Lo, my 5 subscribers, who are you? Q&A with an actual reader The lean startup comes to Stanford You don't need as many tools as you think The three drivers of growth for your business mode.

Open Source 107

Open Source San Francisco Continuous Deployment Lean 107

Startup Lessons Learned

JULY 28, 2010

“Everybody felt the burden of supporting all those transactions every day,&# says Pascal-Louis Perez, kaChing’s CTO. “It took a ton of our time, and just wasn’t contributing to our long term vision.&# “It took a ton of our time, and just wasn’t contributing to our long term vision.&#

San Francisco 158

San Francisco Lean Continuous Deployment SEC 158

Startup Lessons Learned

SEPTEMBER 13, 2008

Thoughts on scientific product development Lo, my 5 subscribers, who are you? Q&A with an actual reader The lean startup comes to Stanford You don't need as many tools as you think The three drivers of growth for your business mode.

SEM 164

SEM San Francisco Lean Continuous Deployment 164

Startup Lessons Learned

SEPTEMBER 8, 2008

So one of the first things we did was to hire an Oracle expert and get to work. Thoughts on scientific product development Lo, my 5 subscribers, who are you? I was building a new startup in 1999, and wanted to do it right. I had heard that all great companies built their applications on Oracle.

San Francisco 68

San Francisco Technology Continuous Deployment Lean 68

Startup Lessons Learned

SEPTEMBER 2, 2008

Thoughts on scientific product development Lo, my 5 subscribers, who are you? Q&A with an actual reader The lean startup comes to Stanford You don't need as many tools as you think The three drivers of growth for your business mode.

San Francisco 60

San Francisco Continuous Deployment Lean DC 60

Startup Lessons Learned

MAY 7, 2009

For people we hired from larger companies especially, this was challenging. When a new engineer started at IMVU, I had a simple rule: they had to ship code to production on their first day. Making this fear-reduction strategy work required more than just the core team getting used to continuous deployment. Interesting article, Eric.

Continuous Deployment 131

Continuous Deployment San Francisco Software Review Lean 131

David Teten

OCTOBER 1, 2015

Ideally, the economics of a development investment look like those of a cash investment; typically, a seed investor will get no more than about 20% of a company for his capital. Second, the company must eventually own the product development and maintenance functions in-house.

Software Developers 60

Software Developers Software Development Software Review Technical Cofounder 60

Startup Lessons Learned

SEPTEMBER 14, 2008

Thoughts on scientific product development Lo, my 5 subscribers, who are you? Q&A with an actual reader The lean startup comes to Stanford You don't need as many tools as you think The three drivers of growth for your business mode.

San Francisco 131

San Francisco Customer Lean Continuous Deployment 131

Startup Lessons Learned

SEPTEMBER 1, 2008

Thoughts on scientific product development Lo, my 5 subscribers, who are you? Q&A with an actual reader The lean startup comes to Stanford You don't need as many tools as you think The three drivers of growth for your business mode.

San Francisco 68

San Francisco Developer Continuous Deployment DC 68

www.quora.com

JANUARY 16, 2011

Smart teams understand quickly that all three skills are essential - if you can't recognize the need, you won't be able to hire for it or value it. Distribution/sales guy-Has an awesome understanding of the industry and product and can sell the vision and problem you are solving to investors, users, and potential partners. (he

Technical Review 51

Technical Review Startup CTO Hire Cofounder 51

Startup Lessons Learned

JANUARY 12, 2009

At IMVU, when wed hire a new engineer, we could get them to ship code to production on their first day, even if they had never programmed in PHP before. Which makes them exactly the kind of programmers companies should want to hire. In my role as a CTO, Ive always tried to choose the right tool for the right job.

PHP 166

PHP Software Review Ruby San Francisco 166

Startup Lessons Learned

SEPTEMBER 10, 2008

Thoughts on scientific product development Lo, my 5 subscribers, who are you? Q&A with an actual reader The lean startup comes to Stanford You don't need as many tools as you think The three drivers of growth for your business mode.

San Francisco 60

San Francisco Continuous Deployment DC Lean 60

Startup Lessons Learned

SEPTEMBER 15, 2008

This gets me into trouble, because it conjures up for some the idea that product development is simply a rote mechanical exercise of linear optimization. You just constantly test little micro-changes and follow a hill-climbing algorithm to build your product.

San Francisco 166

San Francisco Lean Technical Review Continuous Deployment 166