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.
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."
