Taking on the role of a CTO is a thrilling and challenging experience. Whether you’re transitioning from a VP of Engineering or stepping into your first executive role, the first 90 days can make or break your success. In those crucial three months, you’re not just learning the ropes—you’re laying the foundation for how you’ll lead, innovate, and build trust with your new team.
But let's face it: The transition isn’t easy. Many CTOs stumble in those early days, making preventable mistakes that can set them back months. So, how do you avoid the common pitfalls and hit the ground running?
In this blog post, I sit down with Marian Kamenistak, the Founder of the Engineering Leaders Community, to discuss the most frequent mistakes new CTOs make and how you can steer clear of them. Marian has years of experience mentoring CTOs and senior engineering leaders, and he offers invaluable insights you can implement right away.
Before we dive into the key takeaways, you can watch the full interview with Marian Kamenistak here:
You can watch the video on YouTube or below:
One of the biggest mistakes new CTOs make is focusing too much on day-to-day technical work. Yes, you were likely promoted to this position because of your deep technical expertise. But now, your job is to lead, strategize, and think about the big picture.
As Marian points out: "It's great that you know your domain and technology, but if you're stuck in the weeds, you're not focusing on the bigger picture. CTOs need to be driving strategy, not reviewing code."
Many new CTOs fall into this trap, especially in startups where they’ve been hands-on with the tech for years. But when you step into the CTO role, your focus should shift. Marian stresses that instead of coding or managing Pull Requests, your energy should be directed towards building a strong technical strategy that aligns with your company's business goals.
“You need to think in terms of strategy, vision, and long-term planning. If you’re focusing on fixing code, you’ll miss the opportunity to drive real innovation and impact.”
CTOs are more than just technical leaders—they are strategic leaders. Marian is quick to emphasize that a CTO’s success depends on their ability to align technology with the overall business strategy. This often means sitting down with the CEO, CFO, and other stakeholders to craft a concrete plan.
Marian defines strategy as: "A formal statement on how you want to achieve the company’s vision and mission over the next few years. It’s not set in stone, but it should guide all your major initiatives.”
If you’re not actively shaping the company’s technical direction, you’ll end up reacting to problems instead of proactively solving them. Use your first 90 days to clarify the business’s long-term goals and how technology can support those ambitions.
One key takeaway from the interview is the importance of working collaboratively with other executives. In Marian’s words:
"Your new team is no longer just the developers and engineers. You need to be building strong relationships with the C-suite and other departments. That’s where the real influence happens.”
It’s not all about technology—relationships matter just as much. New CTOs often underestimate the importance of building strong, trusting relationships with their peers, especially the other C-level executives.
As Marian says, "Your team is not just the engineering department anymore. Your team is the leadership team. If you don't have strong relationships with your fellow C-suite members, you're going to struggle.”
Early on, make it a priority to establish rapport with key stakeholders. This isn’t just about being friendly—it’s about earning trust. Without it, you’ll find it hard to get buy-in for your initiatives, particularly when it comes to securing budget or pushing for major changes.
A tip from Marian: "Within the first two weeks, make sure you’re having informal conversations with the CFO, CMO, and other leaders. Understand their priorities, challenges, and how you can help them succeed. Relationships are the glue that holds a company together."
New CTOs often feel the need to make sweeping changes right away to prove their value. However, this can backfire. Marian stresses the importance of pacing your changes and being selective about what you tackle in those early months.
"The biggest mistake I see is trying to change too many things at once. It’s not sustainable, and it creates confusion."
Instead, Marian suggests focusing on one or two high-impact changes that you can execute within the first three to six months. Make sure these changes are not just implemented, but also fully adopted by the team before moving on to the next initiative.
A gradual approach also helps you avoid overwhelming your team with too many adjustments, which can lead to resistance or burnout.
Another area where new CTOs often falter is in the boardroom. As you transition from a technical role to a more strategic one, you’ll need to learn how to communicate effectively with non-technical stakeholders. This means leaving behind the jargon and focusing on the business value of technology decisions.
"Many CTOs struggle because they can’t translate technical discussions into business terms," Marian explains. "In the boardroom, it’s all about numbers. You need to speak the language of metrics, KPIs, and dollars."
If you can’t effectively communicate the ROI of a technical decision, you risk being sidelined in strategic discussions. Marian’s advice is to prepare clear, data-driven reports that show how your initiatives will contribute to the company’s financial success.
Finally, Marian stresses the importance of investing in your own growth as a leader. The transition to CTO is a big leap, and it’s essential to recognize where you might need additional support or development.
"Being a CTO means you're always learning. Whether it's improving your communication skills or learning more about business strategy, don't be afraid to ask for help or seek out resources."
Consider taking courses on leadership, negotiation, or executive communication. Surround yourself with mentors who can help you navigate the complexities of your new role.
Becoming a successful CTO isn’t about mastering the latest technology—it's about leading a team, aligning with the company’s strategy, and building strong relationships with key stakeholders. Avoid the common mistakes that new CTOs often make by focusing on strategy, relationships, and thoughtful, gradual changes.
By taking a proactive, systematic approach during your first 90 days, you’ll set yourself up for long-term success in your new role.
For more tips and insights, be sure to check out the full interview with Marian Kamenistak in the video above. You can connect with Marian through his LinkedIn or visit his website for more great career advice or if you are within Europe, feel free to connect to the Engineering Leaders community