Should we get a CTO or COO?
We're looking for a co-founder & CTO with Mean stack,we are ready to offer them 1 to 7% equity,co-founder status,non-dilutable equity until series B.However,we already have a mean stack front-end,2 interns,all the use cases are ready and everything...now should we go for COO instead?
Its better front end 2, your can take either one of them but keep in mind dilutable , non dilutable is not good for your company
Talk to a qualified Tax professional that deals with those types of entities. They should be familiar with all the things you are concerned about.
Also you want an aggressive tax professional. I highly recommend someone that says, 'if there is nothing in the tax code saying don't take it - they take the deductions.
If a tax professional doesn't do that, they are stealing from you.
You should look into TRI - Sandy Botkin. He teaches tax strategies for small businesses AND gives you the tax code that says you can take the deductions. His class in Continuing ed for CPA's and accounts.
Thanks so much to everyone for all the helpful suggestions....also,I would really apprciate if someone can direct me to a place where I might find a developer?
Yes I agree with the feedback here....it depends on the nature of your business...in general, a COO would oversee the entire company ...startup in this case, and a CTO is more specialized....what are your needs? Who are you? ....it will determine what you want to BE and DO...start out with the very simple fabrics of your business...when in the midst of the process, return to who are you really=needs=present projects which will inevitably determine the future of your company...a key person will get you from the start, effortlessly! Hope this helps....Silvia V Sweidan: Corporate Image Consultant
I would recommend a CTO with Mean stack. A Chief Technology Officer's focus is on technology and a COO focus is on day to day operations. When dealing in stacks, the technology focus is desirable (i.e. MongoDB, Express & AngularJS.
Your efforts should be focused on accomplishing objectives over titles and positions. In a startup mode everyone wears multiple hats and everyone does what needs to be done, regardless of title.
Don't be so free with equity....it may not feel like it's worth much now - but . . .
Find a good CTO first. This is a person who needs to be tied closely to the way the technology is set up and making her part of the founding team makes a lot of sense. A COO can come in much later when you have operations large enough to require someone with the expertise to tune them.
Hi Dan, It sounds as if you have a dilemma with the unexpected departure of your previous CTO. I would look for a COO with the experience in your industry who can pull together all the pieces to execute an excellent launch. He/she can do a needs assessment as to whether you need a full time CTO or if you can use a short term contract CTO.
As a start-up, the focus should be on fit and skills, not on titles. The entrepreneurial spirit you are seeking likely thinks in terms of 'achieve', 'accomplish', 'progress', and 'engage'; not necessarily in terms of titles. He or she will have the resume that speaks to growth and change management, mentorship and development. If the C-level is in the resume, it probably reads COO.
I would agree COO before CTO, almost always. You are really looking for someone who can do both. I have to agree titles are less important than getting the right person on the bus who can do what you need. What do you need in terms of experience and / or talent?
Depend on the type of business and industry requirements and type of job so as to hire according COO for operation or CTO for technical.
Each has distinct and different roles. My experience with tech start ups which I have formed and/or coached is there is more of a need for the COO position. In short, the COO makes it all happen - operations, executing the strategic plan, managing and cultivation the company culture, sales, customer service, et al.
And every business goes through 4 phases - build mode, growth stage, management of growth stage, stabilization of growth stage... then back to build mode - and management of and through these stages is often make or break.
Not knowing your business specifically, I would recommend the COO. Hiring a COO is never too early and often too late.
This answer should be obvious by what the consequences are, positive and negative of having or not having the positions. What are the real needs and risks. Don't pull positions out of a hat by job title. Identify whether you are managing operations, evolving technology, mitigating risk, growing sales, etc. as a priority and fill the top of the pyramid that can best manage the priorities. Operations can report to a CTO or Technology can report to a COO so don't get hung up on titles. NEEDS, FEARS and SKILLS, match up those.
That depends on your business. If your Very IT focused a CTO should probably come first. If not a COO will add value to all aspects of the business including IT.
COO before CTO, almost always. However, if you are a Tech Company, and young then you're really looking for someone who can do both. So, to Ian's point... titles are less important than getting the right person on the bus who can do what you need. People with titles are meaningless if they don't get you where you need to go.
It is more important to find the right person to do the job you need than to worry about titles right now. Can you articulate what you need in terms of behaviours and experience? When you find the right person they may have a view on the right title.
If you have the techno-horsepower already and have passed your technical feasability (and maybe some alpha testing) - then what does a CTO get you?
On the other hand, if you need someone to tie the org together as you go to market, get a COO.
Depending on the type of business you should go for a CTO or COO first. What is the background of the founders? Why offer non-dilutable equity? I wouldn't recommend that, just everyone should diulute.