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People Management: Startup Teams Should Dip but not Skip

Both Sides of the Table

As your organization grows and you hire senior staff where you are no longer managing every employee directly the issue of how to manage people that are not your “direct&# reports arises. As a content management system we had lots of write activities and went with Postgres.

CTO Hire 308
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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. Its common to find a hacker at the heart of almost any successful technology company. The last thing you need is a manager telling you how to do your job.

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Scaling is Hard, Case Study: TripAdvisor

Seeing Both Sides

I first met Steve when he was VP of Engineering at Centerline software, a software development tools startup, and I was a junior in college. In founding TripAdvisor, Kaufer wanted to take his hard core engineering skills and apply them to vertical search in travel. Scaling Lesson 1: Focus On Finding A Great Business Model.

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Lessons Learned: What does a startup CTO actually do?

Startup Lessons Learned

So what does CTO mean, besides just "technical founder who really cant manage anyone?" I always assumed I wouldnt manage anybody. Being a manager didnt sound fun - deep down, who really wants to be held accountable for other peoples actions? So I initially gravitated to the CTO title, and not VP of Engineering.

CTO 168
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CEO Friday: Why we don’t hire.NET programmers

blog.expensify.com

Update: The end is near, Expensify is hiring a.NET programmer! As you might know, we’re hiring the best programmers in the world. But finding such people is more than a full time job. Indeed, I spend about half my time on it, while Lisa spends about all hers. Expensify Blog. Sunday edit : Still going!

Java 107
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@altgate » Blog Archive » Startup Executive Compensation Scorecard

Altgate

The idea behind the Scorecard is to provide a comprehensive benchmark for the management team of a particular company compared to it’s specific peer group. Our experience shows that meaningfully appropriate peer groups in the 10 to 30 range are possible for almost all of the tech and life science companies in our database.