"I was promoted to CTO in my late twenties, and while it is common to see young CTOs leading startups these days, it was unusual in the '90s. I was far less experienced back then, and still developing my business acumen. While I was a strong software developer, it wasn't my architecture and coding skills that helped me transition to a C-level role."
"Developing that scaffolding enabled our development teams to focus on building and testing applications while operations managed infrastructure improvements. With automation in place and a team focused on the technology, I was able to focus on higher-level tasks such as understanding customer needs, partnering with product managers, learning marketing objectives, and learning about sales operations. When our CTO left for another opportunity, I was given the chance to step into the leadership role."
A strong devops foundation—automation of builds, scripted deployments, standardized infrastructure configurations, and performance monitoring—creates operational scaffolding that increases team velocity and reliability. That scaffolding allows development teams to concentrate on building and testing applications while operations manage infrastructure improvements. With automation and a technology-focused team in place, technical leaders can allocate time to higher-level business activities such as understanding customer needs, partnering with product management, and engaging with marketing and sales operations. Such positioning and readiness can create opportunities to step into C-level leadership when executive openings arise.
Read at InfoWorld
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