What a CEO wants from a Technology Leader
Originally published 2019. Revised and updated.
Some time ago, I wrote about what CTOs want to understand about an opportunity. So it made sense to eventually examine the ‘reverse’ - what CEOs want from their technology leaders.
It’s a question we ask frequently in executive search, but it was a recent conversation that prompted me to write this.
Over dinner with the CEO of a PE-backed FinTech - someone I had helped appoint a CTO about 18 months prior - I asked how things were going. “One of the best hires I’ve ever made”, he said.
I was curious to understand why. And I’m sharing an expanded version of his reasoning below.
This is just one anecdote, of course. A more robust piece might explore how expectations vary by company size, strategy, or stage. But having spent a large part of my career in similar conversations, I believe the points below are representative. Some are even a bit unexpected - which makes them all the more interesting.
1. The CTO is a 'techie'.
Obvious, right? Not always.
If I had a pound for every time I heard a tech leader say, “I’m very much a ‘business person’ these days,” I’d have a very nice pile of pounds. I’ve even been guilty of encouraging this mindset.
But CEOs often value - even admire - a genuine love of technology. The CEO I spoke to loves that his CTO is a technologist at heart. He respects the CTO’s knowledge of data, AI, and innovative tools.
Why? Because great leaders build effective teams by hiring people who own and excel in their specialist domains. People who compliment their own skills. A good CEO doesn’t need to know it all.
Perhaps not dissimilar to the reason you hired your Head of Engineering or Support.
2. But the CTO is also effective with non-techies.
We all know the stereotype: the CTO who gets frustrated when others can’t follow the tech conversation. Think Mark Zuckerberg’s Senate hearing - that kind of thing.
Yes, communication skills, patience, and emotional intelligence matter. But so does a broader perspective and a genuine curiosity regarding how organisations work.
Everyone has a role. Everyone brings a different strength. You may know the most about technology, but you don’t know it all.
The most effective CTOs can work across functions, empathise with different viewpoints, and still bring people with them.
3. The CTO improvises to solve problems.
Yes, CTOs should be strategic. But sometimes things go wrong, and the best people roll up their sleeves.
The CEO shared a great story about a major incident that required exactly this kind of response. It was a moment of genuine pressure - almost existential - and the CTO responded with calm, practical leadership. And with a solution that came from left of field.
In crisis moments, the ability to think creatively, lead by example, and act decisively builds massive trust.
4. The CTO delivers the right outcomes… early.
This isn’t about chalking a few quick-wins to look good. It’s about making things happen with the resources you have - especially in the early days.
Why? Because business moves fast. And there’s usually a reason a CTO has been brought in: there’s a problem to solve, or an opportunity to unlock - today.
Also, the best CTOs don’t just deliver, they prioritise. They know what to tackle first and why. What matters most now? What should wait? What sequence of actions will drive the most meaningful impact?
That stuff is gold to a tuned-in exec.
You can’t execute the long-term roadmap on day one. But you can often deliver tangible, early results - the right ones - that build momentum.
5. The CTO sees the CEO’s ‘big picture’.
“I need the CTO to help me create value”.
Good CTOs understand how to ‘be commercial’. But the very best genuinely understand their CEO’s objectives and align their work with what matters most to their specific business.
What does this business want to become? Who does it serve? How fast does it need to move? How will we know when we’re winning?
The best CTOs can hold onto this big picture, even while navigating the complexity of daily decisions. That might mean accepting a tough call you didn’t agree with. It could mean - dare I say it - carrying more technical debt than you’d like, because right now, pace and adaptability matter more.
But it could also mean leading the charge on something truly transformational. Not just as part of the plan, but by actually shaping it.
This is just one CEO’s perspective. But I expect these themes will resonate.
If you’re thinking about the kind of technology leadership your business needs next, or how your own leadership lands in the boardroom, I’d be happy to talk.