COACHING A NEW CTO
Sector: Software Development
Client: Under NDA
Model: Associate Partnership
Headquarters: London, England
Operations: Head office with remote workers
Headcount: Employed ~100
An existing online professional services business produced it's own in-house software to run the business. Being successful, it was acquired by via private equity who moved another software business in a similar operating space into the client business. In doing so, a key person dependency around a CTO was identified.
We were engaged to support a new CTO with reviewing each products development and helping to plan moving the second product away from monolith to a more modern way of delivery.
WHAT WE DID
We coached and mentored the new CTO, helping them with a series of process to review the developments of software regardless of situation i.e., as business as usual operations.
We then provided oversight as the business used the frameworks to obtain detailed overviews of the software development lifecycle (SDLC), support and infrastructure for both products.
WHAT WE DELIVERED
Having supported the CTO as above, we were then able to assist with how to manage any changes required as part of the findings in a controlled, risk-averse way to merge the products into a single development cycle and resource accordingly.
Oversight and support was the provided to ensure that the "how" as well as the "what" was appropriately delivered.
An appropriate strategy for improvements to the products was created and continues to be implemented succesfully.
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