In a context where technology is increasingly at the core of the business, hiring a CTO who can grow with the company has moved from being a mere operational decision to a first-order strategic choice. More than just finding the best programmer, it’s important to find a partner who will define the technological direction, influence the product, scale teams, and, in many cases, help shape the future of the company.

The impact of this hire is profound and long-lasting. A good CTO acts as a multiplier, accelerating decisions, attracting talent, and aligning tech with business growth. A poor CTO profile, on the other hand, creates technical debt, misaligns the organisation, and consumes time and capital that are rarely recoverable.

There’s no such thing as an “ideal CTO”, it all depends on context

One of the most common mistakes is assuming there is a universal CTO profile. In reality, the right profile always depends on the company’s context, particularly its stage, technological complexity, and team structure. Some examples of variations include:

• Strategic profiles, focused on growth and vision: Typically found in scaling companies, where the CTO acts as part of the executive team. The focus is on defining the technology roadmap, aligning tech with business objectives, and making long-term decisions rather than hands-on execution.
• Operational profiles, centred on efficiency and execution: More common in intermediate stages, where the product and team already exist. Here, the CTO ensures the engineering organisation functions smoothly: processes, deliverables, quality, and predictability.
• Innovation- and new-technology-oriented profiles: Relevant in companies where technology is the main differentiator (e.g., AI, deep tech). These CTOs focus on exploring new approaches, testing emerging technologies, and creating competitive advantage through innovation.
• Hybrid profiles combining technology and product: Especially useful in early-stage or small teams. These leaders help define not only how to build, but also what to build, working closely with the business and customers.

Within these profiles, there are combinations of roles that can differ depending on the company type and stage:

• CTO or Head of Engineering: Usually focused on technical leadership and team execution.
• CTO + VP of Engineering: Separation between vision (CTO) and execution/team management (VP), typical in growing organisations.
• CTPO (technology + product): A single executive responsible for both technology and product, common when it is necessary to strongly align what is built with market needs.
• Specialisations (e.g., Head of AI): When certain technological areas are critical, dedicated leaders may exist, complementing or even replacing the traditional CTO role.

Before hiring, it’s essential to understand what type of problem the company needs to solve at the moment and what needs are anticipated in the medium and long term. Only then should the appropriate CTO profile be defined.

Beyond the profile, timing is equally important. As a general rule, it makes sense to hire when technology shifts from being a support function to becoming central to the business, when technical complexity begins to slow growth, when there’s a need to scale product and team, or when a strategic technical voice is missing from top-level decisions.

What really defines a great CTO

Despite the diversity of profiles, there is a consistent set of skills that appear across the board:

• Solid technical competence: Ability to make decisions about architecture, stack, and infrastructure, with relevant hands-on experience.
• Strategic thinking: Translates business objectives into technological decisions and defines sustainable roadmaps.
• Leadership: Builds teams, defines culture, and attracts top-tier talent. It’s worth noting that great developers are not always great leaders.
• Execution and management: Can estimate, plan, and deliver. Avoids one of the most common mistakes: underestimating time and complexity.
• Business alignment: Understands commercial priorities and works closely with the rest of the leadership team.
• Communication: Can align technical teams and non-technical stakeholders, explaining trade-offs clearly.
• Critical soft skills: Include humility, collaboration, and alignment with the company mission.

Where to find top talent

The best CTOs are rarely actively looking for jobs, so traditional channels are often insufficient. Some of the most effective sources include:

• Personal network
• Niche tech communities
• Events and conferences, like the Tech Hiring Community Conference

Adopting a proactive approach is helpful, but more that that it’s imperative. Posting a job opening is rarely enough, and this certainly holds true for this type of role. That said, not all companies can (or should) hire a CTO immediately, but viable alternatives exist, such as outsourcing.

Contacting Landing.Jobs can be the necessary strategy to identify the profile you need and reach the top-tier talent your organisation requires.

Closing the right candidate requires as much rigour as the process

The process does not end with the choice of the new CTO. The best candidates are also evaluating the company throughout. It’s important to define and apply best practices such as:

• Building interest and alignment from the start
• Presenting a clear and competitive offer
• Ensuring prior expectation alignment

Negotiation is normal and desirable, and it’s part of the leadership profile expected from a CTO. The company should be prepared for this phase and always maintain open and transparent communication.

A decision that defines the company’s future

Hiring a CTO goes far beyond choosing someone with technical skills: this person will define the technological direction, structure and inspire teams, and ensure execution is aligned with strategic objectives.

For this decision to succeed, it’s essential to have clarity about the role the CTO will play, follow a rigorous hiring process, and seek alignment between business needs and technical vision. A common mistake is believing that excellence in programming or architecture is sufficient. Leadership, communication, and the ability to make strategic decisions are equally crucial.

The question you have to ask is “Who’s the right person to lead the company, at this specific moment, to the next level of growth and maturity?”.