#1 CHIEF TECHNOLOGY OFFICER RECRUITMENT AGENCY

Chief Technology Officer Definition From GRO.TEAM

There is no right, wrong or universally accepted definition of what a CTO (Chief Technology Officer) is, what a CIO (Chief Information Officer) is, or what the difference between the two roles actually is.

What is generally agreed though is that both of these job titles entail running a “Technology”/”IT” Team as the most senior “IT” person in the business.

He/She should be passionate about existing and emerging technologies and how they can be used to create competitive advantage for their company. He/She might read Hacker News, Slashdot, have and use a GitHub account.

A good CTO will have kept their core technical skills up-to-date. They won’t have the time or experience to do every person’s job in their team but they will have maintained a core set of technical skills that are up-to-date and relevant.

He/She Is also normally the lead technology evangelist and advocate in the company.

Chief Technology Officer Recruitment Campaigns That Work

If anyone knows what great Chief Technology Officer recruitment looks like it is probably GRO.TEAM's Founder Rorie Devine...

Rorie Devine is the author of the CTO | CIO Bible which has featured as high as #1 on Amazon's Information Technology Best Seller List. Rorie featured in Tech Target’s UKTech50 – The 50 Most Influential People In UK IT, was Computing magazine “IT Leader of the Year” and was on the cover of CIO magazine (twice).

GRO.TEAM's Chief Technology Officer Recruitment Agency Services

We have "been there and done it" as a CTO in a huge number of situations and have the war stories to prove it...we know what tends to work and what doesn't.

Work with one of our CTO Coaches once a week or month remotely or face-to-face to get the benefit of their experience in the quickest and most cost effective way possible...

Chief Technology Officer Coaching can save a huge amount of time and money and generate a huge amount of business value...
Parachute one or more of our Interim CTOs into your team to lead and/or be part of your IT team.

We can work with you part time or full time for high intensity "sprints." A lot of organisations prefer this approach as it maximises their up-skill and residual performance improvements.

Totally convinced about what new technology talent can do for you? Talk to us about hiring a fantastic Chief Technology Officer for you.


We're the experts at this so why not give us the challenge and let us take it off your hands?

Of course we'll need to agree the costs | benefits | activities before we start but that isn't normally a problem...we're looking for win | win at the end of the day.

We'll start with a FREE Tech Tyre Kick to analyse your IT opportunity and we will work with you to get you what you need as quickly and cost effectively as possible....

CASE STUDIES

Get the skinny on everything CTO...
A London based start up had attracted significant Series A funding and needed to take things to the next level…

Their web site had been built by an external agency and they had no internal technical people within the company. A GRO.TEAM person was brought in (part time) to act as Interim CTO and create an in-house technology capability.

During the first 90 days our GRO.TEAM interim:

– Clarified and documented the business strategy and KPIs (the “What”).

– Created a draft technology strategy (the “How”) and then created an API and Platform based Technology evolution strategy.

– Formed a strategic partnership with a recruitment agency.

– Hired a small but great team of in-house developers.

– Took ownership and control of the company’s web site and migrated it to GitHub and Google Cloud.

– Implemented task and product roadmap based workflow and reporting.

– Launched a workplace social collaboration system.

– Improved the web site download speed and took significant friction out of the web site customer experience.

– Initiated major product initiatives in both mobile and brand monetisation.

– Identified, hired and on-boarded a permanent CTO before handing over the baton and moving on to their next challenge.

As the CEO put it…”what a difference one “year” can make ha ha..”

Last year GRO.TEAM were invited by the CEO of a European airline to coach/mentor their newly promoted Chief Product Officer.

The CEO felt that overall the CPO was well regarded within the company but was struggling to…

Clarify the relative roles and responsibilities of Product and Technology.
Communicate effectively, particularly upwards to the board.
Meet expectations with general Product delivery.
Take enough personal ownership for delivery.
An experienced gro.team Coach | Mentor was carefully matched with the CPO and they duly sent two days together at the airline’s offices …

Together the gro.team Coach and CPO examined the CPO’s current context and perceived challenges…

Overall the CPO felt supported in her role but her challenges were that…

The company culture was more Project that Product based and needed to evolve.
She had a key skill gap and two under-performers in her direct reports team.
One of her teams was very old fashioned in its approach and needed to modernise.
The company needed to knee-jerk less and mature its prioritisation processes.
After the onsite analysis the gro.team person wrote up a playback that was presented to both the CEO and CPO.

Goals were created for both the CEO and CPO, and a date was put in the diary in three months to check on progress.

Three months later the gro.team Coach | Mentor returned for one day on site with the CPO to assess progress and things were pretty different…

The company was now treating new initiatives as product initiatives via the creation/early delivery and iteration of MVP’s.
Both of the CPO’s under performers had left the business and she was at the candidate interview stage for the key hire.
The “old fashioned” team had been on a cultural journey and had really improved the real and perceived effectiveness of their approach.
The company had improved the maturity to its prioritisation processes somewhat, but it was still WIP TBH…
These changes had set the CPO up for success much more effectively and she had…

Clarified the relative roles and responsibilities of Product and Technology.
Started to communicate much more effectively, particularly upwards to the board.
Created a small “Rapid Development” team to deliver business impact much more quickly.
Happily taken on more ownership for delivery now she felt she had more responsibility and control.
With quick wins delivered and short term goals achieved the gro.team and CPO relationship moved on to be one of mentoring rather than coaching and monthly remote catchups were set up to help the CPO build on her successes and continue to lead change successfully…

Fast forward to today and as the CEO puts it…”There has been a real transformation. The CPO is now a much more integrated member of the senior leadership team and is really helping to push our business forward much more effectively…”

By working closely and regularly with customers, delivering early, iterating ideas and working cross-functionally towards a common goal Agile software development transformed the business of creating software.

Agile development massively increased the value delivered by the typical software development project by favouring “individuals and interactions” over specification, “working software” over pretty much everything, “customer collaboration” over contract negotiations and “responding to change” over blindly following a plan…
What would happen if we used these “Agile” principles to deliver Growth rather than Software?!?

We could favour “customer collaboration” and “individuals and interactions” by forming a cross functional Growth team including both “customers” and “suppliers”.

We should include representatives from Product, Sales, Marketing, Technology, Operations, Finance and so on…

We could favour “working software” or Growth in our case by giving the team the single unifying purpose of growing a carefully chosen growth metric.

The Growth Team could be “responding to change” rather than a plan by delivering early and taking a measure-act-measure approach to ideas through “on ramp” to “live” stages.

The Growth Team could communicate and meet regularly, maybe a quick “stand up” at the same time and place every day would work really well.

We could work to a weekly or fortnightly rhythm with the cumulative affects of the growth activities on the Growth metric being publicly demonstrated (and hopefully celebrated) at the end of every cycle or “sprint”.

So we have created a cross-functional team meeting regularly with the unified common purpose of doing anything and everything necessary to measure-act-measure the impact of their ideas on a single carefully chosen growth metric.

That’s cool but…

Maybe we could give this sort of approach a name…like Growth Hacking or something?

Yes Growth Hacking is the sort of term that means different things to different people but anyone familiar with Agile software development will be struck by the similarities between the approaches, rituals and rhythms typically used in both Growth Hacking and Agile Software Development.

“Plus ça change, plus c’est la même chose” “The more things change, the more they stay the same.” Jean-Baptiste Alphonse Karr
Does it all work in the real world?

Yes.

The same underlying principles that make Agile software development so effective also mean Growth Hacking can totally transform the effectiveness of a company’s growth activities.

I recently spent a day with the talented team at a well backed UK based energy startup called Hometree who are creating a great brand by disrupting the domestic energy market customer experience.

We had a really productive workshop where we honestly examined the Strength Weakness Opportunities and Threats in their current growth landscape, discussed and then selected initial and ultimate growth metrics, collected growth ideas, created a growth board, reconstituted the growth team and set up the new team’s rituals and rhythms.

Not bad for one day and Andreu Tobella Brunet the Co-Founder of Hometree UK commented…

“As a start-up that is using an innovative way to sell online, we created a growth team from scratch but were having a few challenges to structure it well and have clear objectives and team alignment. This is where Rorie stepped in and helped us understand well all the roles, define our single metric and create a high performing growth team. The whole team was extremely pleased with the improvements, I would highly recommend him”.
Whether you call it Growth Hacking or something else, a very effective way of accelerating your growth is to learn from agile software development and to create a cross-functional team meeting regularly with the unified common purpose of doing anything and everything necessary to measure-act-measure the impact of their ideas on a single carefully chosen growth metric.

The news that Coca Cola has closed down its’ Founders startup incubator has led to the usual raft of “I Told You So’s” saying that it’s because corporate startup incubators don’t work – but are they right?

I have been involved with three big companies launching internal startup “Incubators”/”Labs” teams so far…and what have I learnt?

Firstly I think it is done for good reasons.

Startups normally have good people, energy, good ideas, leading edge tech, a low cost approach, a high risk appetite and a willingness to challenge orthodoxies. They just want to get stuff done.

Big companies normally have deep pockets, millions of customers, a great brand and experience of operating at scale.

Surely the best of both worlds would be for big companies to launch startups? What could go wrong?

Well, quite a lot as it happens.

Mistake #1 – Not defining what you want the startup to achieve
In other words what will success look like?

It sounds simple but there is spectrum of “innovation” ranging from far horizon R&D to tactical (incremental) improvements to existing products and services.

What is wanted/needed? Success needs to be defined and solved for.

In general the startup should not be given special treatment…”success” is to create a growing business that attracts and retains customers.

Mistake #2 – Not getting total organisational buy-in and executive sponsorship
Sooner or later the startup will be stopped dead in its tracks by a blocker if the whole of the organisation isn’t behind it – from the top downwards. With the best will in the world active and passive resistance will be met and the startup needs to be able to wheel in very senior people to call bulls*t and unblock things.

Mistake #3 – Integrating the startup so tightly that it effectively becomes another corporate department
The whole point of a startup is to do something different so if you insist it uses existing people, existing corporate assets and the current approaches you will get what you got. You need to achieve a loose coupling whereby the startup has the freedom to chose between doing something new and leveraging corporate infrastructure case-by-case based on what is best for the startup.

Mistake #4 – Getting the wrong people to “be” the startup
If you are going to create a startup you need to do what startups do. This is for a team to self-select great people passionate about what the startup wants to do. If you ask one of the big system integrators/consultants to create a startup within your company you might end up back in the worst-of-both-worlds territory. The people in the startup don’t need to be existing or new employees either necessarily – they just need the talent and drive to deliver the goals. Organisations like gro.team can supply high impact interim talent at short notice into these kind of situations very successfully. Possibly the best loved UK retail brand will soon be launching a new customer service (that is very different to its’ current business) using this approach and the gro.team person in that team is part of a startup that stands comparison (in terms of talent and effectiveness) with any of the many startups I’ve seen.

Mistake #5 – Not integrating the new product/services back into the Mothership
We created a Labs operation when I was CTO of Yell and we did nearly everything right. We hired great people, they developed a great micro-culture, they produced some really innovative products and services (including a really cool augmented reality app way back in 2010) but we never really managed to integrate the new things back into the existing business and deliver customer impact. For that reason it has to marked down as a failure overall.

Corporate startup incubators can be a graveyard for ambition (and there are a lot of traps for the unwary) but it can be done successfully – Telefonica’s launch of giffgaff and British Gas’s Hive are just two examples that come to mind.

As with a lot of things, in this area experience is a great teacher and nothing beats getting people involved who have been there, done it and have the scars to prove it.

A virtual project team approach worked out quicker, better, cheaper for us…

At GRO.TEAM we haven’t had entirely satisfactory experiences the last few times we have commissioned Website/App builds through the traditional routes so we decided to “eat our own dog food” for this Summer’s website relaunch and asked an Interim CPTO to stand up a virtual team to get our new web site built and launched.

The Interim CPTO assembled a hand-picked virtual project team comprising of UX/UI (Cyprus) Front End (Pakistan) Back End (UK) and DevOps (India) in late May and off they went.

Here we are in early July and the site MVP has been live for a week or so now.

By using variable capacity world class resources like this the CPTO was able to bring the project in for less than half of the cost of our previous web site, and in about a third of the time as well.

We’re still iterating the user experience but overall we’re very pleased with the results so far, please see what you think here.

Next time you want to launch an App/Site maybe you should give GRO.TEAM a shout to look using a virtual project team approach?

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Chief Technology Officer Recruitment Agency Reviews

""We engaged GRO.TEAM to find us a CTO last year and they were brilliant from start to finish...They made sure they understood what we wanted/needed and made sure we got the perfect person. CTO is a tricky hire so you need the best people like GRO.TEAM on the case."
Susan Clarke
Susan Clarke
CFO
"We hadn't hired a CTO before so I wanted the best CTO recruitment agency out there and I think I found that with GRO.TEAM. I can't sing their praises enough...great to work with and they found us a top notch Chief Technology Officer."
Harriet
Harriet Totts
HR Director
"Hiring a CTO might be the most difficult C level role to hire so I wanted the best in the business on the case for us. With Loana and GRO.TEAM we got that...super people and brilliant to work with."
Colin
Colin Kilroy
CEO And Founder

Hiring A CTO Top Tips

Chief Technology Officer Recruitment Agency Examples

Chief Technology Officer Recruitment Agency
FAQ

We charge a flat rate of 20% of first year package so we can exceed your expectations by delivering top of market talent at mid market rates.
If the stars (diaries) align the actual process itself can be as short as one week with the successful candidate’s notice period normally being the limiting factor.
Fundamentally we hire across three axes….

1. Technology domain expertise and understanding.

2. Chemistry, cultural fit and ability to work in a team.

3. A business impact output “What” rather than an input “How” focus.

Many hiring mistakes have been made by focussing solely on technical expertise when hiring Technology Talent…
We really do know all the top CTO and CIOs in Europe and North America.  When he last checked Rorie had over 7,000 LinkedIn connections, the vast majority of which are fellow CTOs and CIOs.
All of the GRO.TEAM leadership team are still client facing Interim C level executives that really do understand their respective areas and know what good, really good and great looks like in their areas.

Yes, I Want A Fantastic CTO!

GRO.TEAM Business Growth Agency
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Loana
Bobby Growth Services

Talk to us…it could be the start of a beautiful friendship…

Artur Grabowski
Artur Grabowski
2020-09-22
Verified review
Can't recommend gro.team enough. Very professional and modern approach to the problem of business and team building in very difficult times. Rorie's perfect combination of experience and skills allowed us to unlock the full potential.
Stuart Nelmes
Stuart Nelmes
2020-09-07
Verified review
Having worked with the team across various projects and assignments, it's always reassuring to know that the results are alway going to be delivered. Loana is great to work with, ensuring that the the projects are always given the right candidates to ensure success.
Nic Hutchins
Nic Hutchins
2020-09-04
Verified review
Every now and again, if you’re lucky, you will come across a business that delights you. This is what you’ll find with Rorie and the team. Excellent in their chosen fields, easy to engage with and genuinely excited about getting you the result you desire.
Daniel Carter
Daniel Carter
2020-09-02
Verified review
We used GRO.TEAM to iron out internal issues with CTOs, they also helped us to revise our way of working and helped us with a very successful growth hacking campaign. They took us through a full consultation assessing what was and wasn't working internally - they also helped with internal mentoring for some of our staff. Overall - exceptionally good service and a fantastic business to work with.
derry oneill
derry oneill
2020-09-02
Verified review
Focussed, sharp, incisive bunch of people - breath of fresh air . Be prepared to be challenged - supportively.
Simon Teppett
Simon Teppett
2020-09-02
Verified review
Everything about gro.team is extremely well run - and Rorie is abosutely top flight. He knows his onions !!
Stuart Prestedge
Stuart Prestedge
2020-09-02
Verified review
Rorie & Loana @ GRO.TEAM are extremely friendly, professional and effective. They take pride in ensuring that candidates are ideal for the roles which is a win-win for both sides. Highly recommended!
N Cohen
N Cohen
2020-09-02
Verified review
Love the interaction with Rorie, Loana, and the team. Committed, professional, yet fun and engaging! the perfect blend for a successful 21st-cent tech business. Looking forward to working with you again soon 🙂
Ned Has
Ned Has
2020-09-02
Verified review
Well, I have all the best things to say here, because the team headed by Rorie and Rorie are the best people to work with. People are hand picked high achievers of the new age, and there is so much to learn from them. They take on complex missions and next thing you know it's on the national news.
Ritchie Williamson
Ritchie Williamson
2020-09-02
Verified review
I had the pleasure of working with Gro -Team. Rorie Devine was very professional in helping me find someone that can support my business. Would definitely recommend anyone looking for key skills to help support your business or startup.

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