For us, CTO has less of a Developer focus, and more of an Operations focus.

Not that a software developer couldn't be a CTO, its just that they have less of a focus on: - Costs. Infrastructure (hosting etc.) - Disaster Recovery - if a plan isn't in place, getting one done! Then periodically testing the DR plan - Managing the Service Desk (issue raised / closed / turn around time)

(I may be reading too much into your question) but I think you are missing a step. Something along the lines of Team Lead / Developer Manager / Project Management / Software Architect.

Any developer WITHOUT several years experience in this type of role first is just kidding themselves of a CTO role.

Definitely not kidding myself. I'm trying to develop a plan of how I should get from here to there. I'm currently a highly technical developer, recently started on my MBA, and I want to understand what are the best steps to take to get from here to there. I understand that it could take some time; hopefully something I could accomplish within the next 5 to 10 years, but I want to know how best to go about getting on this path.

I am on this route, perhaps 2 years further along. I just finished a 2-year Executive MBA. It definitely changed my career path (which was the point). The credentials gave me some extra confidence and firepower in negotiating into a team lead position. but as cpayne says below, the real value is the knowledge and new way of thinking the MBA carries that affects your career. It's like having a whole new set of analytical tools available to act in a situation.

It has made me a better software team leader than I would have been, and definitely set me on a path to reach the next levels of management in a company, which is my particular interest and skill set.

I vote for starting some reading of business IT. There are lots of good articles to start your reading list and which will point you towards other readings.

You'll get different responses on the value of the MBA. From what I understand, no one cares that you "have" an MBA, but the knowledge you learn by finishing it is invaluable. So that's a good start.

I'd be thinking of your next step. Is it Software Architect, Team Leader or Project Manager?

Very different skillset. I would say you don't "have" to master all of them, but you should have a good understanding of what all 3 do and how they add value to a project.

And last, something that will come out of your MBA is the importance of sales and the ability to sell (Sales cycle, sales funnel etc.) Whether you are selling a product, selling your ability or selling the benefits of a project. Sales knowledge is something I rarely see in developers.

If there's anything else I can help with, hit me up privately. My details are on my HN profile.

Good luck!

I became VP of Engineering in a pivot/refinancing. Later became CTO in another pivot/refinancing. Subsequently was offered both positions several times, mostly when things were not going well, occasionally when just starting out.

The CTO position is usually more outward-facing, with some limited ability to affect change internally. As CTO, it's useful to blog, speak-out, meet prospects, acting as a thought leader and technical evangelist. Some % of time can be devoted to future product concepts. As CTO, you would be expected to be familiar with your technology ecosystem and have a good sense of its tectonic forces and near term direction. If tea leaves need reading, your opinion would count heavily.

The CTO role can be tricky to navigate. The easiest path internally is to be a resource to engineering, marketing and sales, offering to help each function, and communicating frequently. Dangers include being perceived as (1) sending messages not coordinated with marketing (2) stealing engineering resources (3) setting product/company directions independently.

Good luck. It's a fun position ... if you don't mind not having control.

You need to learn about business operations for one. A CTO (unless at a small company where CTO means head engineer) has to worry about risk of chosen solutions, governance of IT, setting strategy for how technology fits into your company's operations, emergency plans. There are a lot of good case studies and papers in Harvard Business Review that can start you thinking about these topics.

I'm not sure on landing the job, but a CTO needs to think on that level, which is quite different from software development. Being familiar with the topics and able to sell yourself as a person who understands these topics will help you.

> Hot to go about landing a first role as CTO with an already somewhat established startup...

Basic premise, people buy from people they know. This is largely a sales process.

Research early stage companies in the specific market/space you're interested in. Reach out to the principals involved (including investors) on a professional networking basis. Get to know them. Offer to help in a short-term/contract capacity. Incidentally, yes the MBA is still a solid credential to have. More important in your career long-run will be the buds and contacts from your program. Suggest reading Alan Weiss on acquiring clients.