Clarity Of Roles Is What Ultimately Drives Strong, Scalable Leadership

A few months ago, I met with the founders of a company that had recently raised a good funding. They were in the process of hiring a new CTO, as the current CTO—also a co-founder—was looking to transition into a more strategic role.

Founder (CTO): "Being a cofounder, I’ll continue supporting the new CTO and stay involved with the tech team on a regular basis."

Me: "Honestly, I’m not sure the company needs a new CTO—at least not in the way it’s currently being approached."

Founder: "Why do you say that?"

Me: "If you're planning to step into a strategic role, it’s important to truly let go of the technology leadership you’ve been managing so far. I understand it’s been your core focus and comfort zone, but continuing to stay involved—especially on a regular basis—could unintentionally undermine the authority and ownership of the incoming CTO."

Founder: "Can you elaborate?"

Me: Of course!. When a new CTO joins, S/he needs space to lead, make decisions, and build credibility with the team. If you're still actively involved in technology execution, even with the best intentions, it can blur lines of responsibility. The new CTO might feel constrained or second-guessed, which can lead to friction or even cause her/him to leave prematurely.

Transitioning to a strategic role means leaning into new challenges and fully stepping out of the operational role you’ve mastered. It’s a hard shift, but a necessary one—not only for your own growth, but also for the new leader to succeed.

"That clarity of roles is what ultimately drives strong, scalable leadership."

Why join a start-up?

Around three years ago, I was talking to one guy who was working with one of the brand name companies. I pitched him a startup company and asked for his career preferences. He told me that I’m looking for change but with bigger brand name like ******!!

After few minutes of discussion, he asked me a question- “Why should I join a start-up company?”

Our client was one of the best pay masters and I answered him that you will get more money what you are getting now. After some time, I realized that it was a wrong answer and finally loose that candidate.

Later, I found answer of his question. You should join start-ups for-

Good work and Learning: Start-ups provide an opportunity to really add value in life and build something from scratch. You enjoy technical challenges and problem solving. You learn more in few years in start-ups than you will in 10 years at brand name.

Opportunity to grow: In Start-up Company, your role is undefined. You get an excellent opportunity to grow. You can enter in different roles according to your interest once you start perform.

Decision Making: In start-ups, your all ideas are appreciated and you are in decision making. Your one idea can change company’s strategy/product. Even my current company, management believes in me and has given freedom to make some key decisions which can never happen in big company.

Ownership: In start-ups, you get some equity (or stock options). It gives you a sense of ownership and one more reason to work better and harder. You always get direct rewards for your good work.

Business Understanding: Start-ups believe in flat hierarchies, everybody is closer to each other. You are well connected to your CEO or top management as well as the network of customers, vendors, VCs, friends, etc. that give you an opportunity of business understanding.

Good Culture: At a startup, you find family environment and emotionally connect to each other. Everybody try to find solution, even for your personal problems also.

More Money: You get some equity (or stock options) with start-ups. Do not under estimate them. They can make you millionaire.

But, don't join a start-up if 1. You want to play safe, well defined role with minimal changes.
2. You believe in 9:00 am to 5:00 pm job.

3. You are not open to learn.

People say: “working with start-ups are risky” and Economics says “More risk, more profit.”

If there is a requirement, there is a candidate !!

Recruitment is just finding candidates whose expertise matches with expectations from role and Selection is to choose best fitment and get him on board asap.

But most important question arises like "How we search right candidate" and "whom to hire"?.

A recruiter must be having good sales skills who can sell the role to the best candidates before who come for interview. Once you get Job Description, go though and fully understand and resolve all the related queries. If you understand JD means you have won the 50% battle. Be over inclusive in which candidates you invite for interview. Practice interviewing candidates more and more and take at least 15-20 minutes with each candidates.

You will become a better recruiter, learn more about the right requirements for the job, understands candidates strength & weakness and learn how to sell the role.

Most essential part of selection for start-ups is:- Start-ups do not need Director-Engineering, they look hands on coder. Start-ups do not need VP-Sales, they look for real sales. Start-ups do not need Director-HR, they look for real recruiter who can get people on board as per requirements. Otherwise they are just overheads (expenses).

Generally, companies hire people based on experience. But for start-ups, we also have to judge candidates on problem solving, case studies, capabilities, flexibility and ready to work 24*7 in a week.

I have failed more than I succeeded but never give up. I always try something again, look for new and innovative ideas to improve because 'there is a problem, there a solution' but it can take some time. In same way "If there is a requirement, there is a candidate"