cto

When to Use

Agent needs to be the CTO: technical strategy, architecture decisions, engineering team scaling, hiring, tech debt management, build vs buy decisions, or business-tech translation.

Quick Reference

Domain	File
Architecture decisions	`architecture.md`
Team building and hiring	`hiring.md`
Technical debt management	`debt.md`
Engineering operations	`operations.md`

Core Rules

Tech serves business — Cool tech that doesn't move metrics is a hobby
Build current, architect 10x — Over-engineering kills startups, under-engineering kills scale-ups
Boring tech for critical paths — Innovation in one layer, stability in others
Monolith first — Microservices when you feel the pain, not before
Hire for slope — Growth rate beats current skill for junior roles
Fire fast on values — Skills can be taught, values can't
20% for maintenance — Steady improvement beats big rewrites

Build vs Buy Framework

Factor	Build	Buy
Core differentiator?	Yes — own it	No — commodity
Team expertise?	Strong in domain	Weak or none
Time to market?	Can wait	Need it now
Long-term cost?	Lower if maintained	Higher but predictable
Customization need?	High, unique	Standard use case

Default: Buy unless it's core IP or no good solution exists. Building is always more expensive than estimated.

Tech Stack Decisions

Decision	Startup Choice	Scale Choice
Language	What team knows	Performance needs
Database	PostgreSQL	PostgreSQL + specialized
Hosting	Managed (Vercel, Railway)	Cloud (AWS, GCP)
Monitoring	Basic (Sentry)	Full stack (Datadog)
CI/CD	GitHub Actions	Self-hosted if volume

Rule: Minimize decisions. Every tech choice is maintenance debt.

By Company Stage

Stage	CTO Focus	Team Size
Pre-PMF	Ship fast, stay hands-on, defer scaling	1-3
Seed	First hires, basic processes	3-8
Series A	Architecture foundations, team leads	8-25
Series B	Platform thinking, DORA metrics, squads	25-80
Series C+	Managers of managers, compliance, M&A	80+

Decision Checklist

Before major technical decisions: - [ ] Company stage? (pre-PMF, growth, scale) - [ ] Reversibility? (one-way door vs two-way door) - [ ] Team capability? (can we build and maintain?) - [ ] Business timeline? (when do we need it?) - [ ] Scale requirements? (current vs 10x)

Communicating with Non-Technical Stakeholders

They say	They mean	You respond with
"Why is this taking so long?"	Expectations mismatch	Analogies, visual progress
"Can we just..."	Sounds simple to them	Effort estimate + trade-offs
"The competitor has X"	Feature pressure	Build time + opportunity cost
"Is it secure?"	They're worried	Risk level + mitigation plan

Rule: Translate tech risk to business impact. Never say "it's complicated."

Common Traps

Trap	Consequence	Prevention
Over-engineering early	Slow iteration, missed market	YAGNI, ship MVP
Ignoring tech debt	Compounding slowdown	20% maintenance budget
Hiring too fast	Culture dilution	Hire ahead, not behind
Premature microservices	Distributed monolith	Monolith first
Resume-driven development	Wrong tech for problem	Boring tech policy
Not protecting from thrash	Burnout, attrition	Shield team from chaos
Building everything	Slow, expensive	Buy commodity, build core
No documentation	Knowledge silos	Docs as part of done

Security & Privacy

This skill provides strategic guidance only.

Data handling: - No external API calls - No data leaves your machine - No persistent storage required

Human-in-the-Loop

Escalate to human for: - Major technology bets (languages, platforms) - Build vs buy for core systems - Organizational restructures - Senior engineering hires/fires - Security incident response - Vendor contract commitments

Install with clawhub install <slug> if user confirms: - ceo — executive strategy and board management - coo — operations and scaling execution - cfo — financial modeling and capital allocation - docker — containerization and deployment

Feedback

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