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Adrian

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#### Post-Pandemic Growth

In response to the dynamic growth of the IT market in the post-pandemic period, **our team experienced unprecedented expansion,** a phenomenon common throughout the industry. **Our existing manual methods for managing personnel and related data, while effective on a smaller scale, quickly proved insufficient in the face of growing operational complexity and employee numbers.** Scaling these manual processes generated risks of errors, reduced efficiency, and hindered strategic resource planning.

#### Recognizing the Gap: The Search for Scalable, Tailored HR Management

We identified **an urgent need to implement a centralized system to streamline key HR processes.** The core requirements included secure storage of employee personal data in compliance with applicable regulations, precise cataloging of their technical and soft skills, and professional experience. Equally important was the ability to instantly update this information and automate the generation of competency profiles, essential for effectively allocating resources to new projects and responding to client inquiries.

We conducted an in-depth analysis of solutions available on the market. **We found that the market was dominated by extensive HRIS (Human Resource Information System) platforms,** which, although feature-rich, were **disproportionately complex** and **costly** relative to the current needs and scale of our organization. Implementing such a complex platform would involve inefficient resource utilization, lengthy implementation times, and a lack of the desired flexibility.


#### Developing a Homegrown HRIS Application

Consequently, we made the strategic decision to develop our own dedicated solution, precisely tailored to meet 100% of our specific requirements. **This led to the creation of our internal application,** informally nicknamed **"HRIS"** by the team. Its development was an iterative process – we successively expanded it with new modules, **guided by ongoing operational needs.** To the core database, we added functionalities for managing software licenses and assigned IT equipment, an integrated leave request handling system, a central repository for employee evaluations and feedback, a digital archive for employee documentation, and a module for recording salary history and tracking changes.

This application reliably supported our operations for a long time, **proving its effectiveness, stability, and value to the organization.** This internal success inspired us to consider its commercialization and make it available to other companies facing similar challenges. **We began conceptual work on version 2.0,** intending to release it to a broader audience in a SaaS model.
 
![hris.png](https://bitnoise-cms.btn.fyi/uploads/hris_c956f5ec82.png)

#### Reimagining the Product: A Strategic Pivot to Serve Field Teams

However, a series of internal strategic sessions, combined with market trend analysis, **led us to reorient our plans.** We decided on a strategic pivot, transforming the original HRIS concept into a solution with a **much broader functional scope,** addressing the needs of a specific, underserved market segment.

Thus, the concept for the **TaskForce** platform was born. Building on the proven foundation of human resource management, we enriched the system with modules dedicated **to optimizing the work and management of field service teams** – such as technical service engineers, assembly crews, installers, gardeners, and other specialists whose work involves performing tasks directly at the client's site or a designated location.

![hris-1.png](https://bitnoise-cms.btn.fyi/uploads/hris_1_a78d3f4a09.png)

#### Key Functional Expansions

A key extension is **the advanced order (task) management and scheduling module.** It enables managers and dispatchers to efficiently plan tasks on an interactive calendar, dynamically considering critical parameters: **job geolocation, required completion deadlines, priorities, necessary qualifications, and the availability of appropriate employees.** This directly translates into optimizing travel routes, reducing operational costs, maximizing the utilization of working time, and enhancing the overall efficiency of daily field operations.

Furthermore, we have introduced a range of innovative functionalities aimed at streamlining and automating communication between end customers and service providers (e.g., technicians). Details of these solutions, which include **notifications** and **job status updates,** will be presented soon. Their purpose is not only to improve information flow and increase transparency but also to strengthen the client's relationship with the service provider company, building loyalty through convenience and proactive communication facilitated by the TaskForce system.

![taskforce blog.png](https://bitnoise-cms.btn.fyi/uploads/taskforce_blog_f7ba876bf0.png)

#### Next Steps

In the near future, we plan to conduct closed **beta tests** with a dozen carefully selected partner companies from various industries. **After gathering and implementing their valuable feedback, TaskForce will be officially released to the wider market.** Concurrently, we will continue to work on the further development of the system, implementing subsequent expansion phases according to the adopted roadmap and responding to user needs.


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Strategic Pivot: Transforming an HR Tool into a Modern Field Service Platform

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In this blog post, I will explore the responsibilities and significance of a Chief Technology Officer (CTO) role in startups and scaleups and the factors that should be taken into account when deciding between employing an in-house CTO or opting for the services of an external consultant ([CTO as a Service](https://www.bitnoise.pl/services/cto-as-a-service)
). 

**Let's begin with a fundamental question: What is the role of a CTO and what does their operational environment encompass?**

My focus will center on two primary contexts: startups during their initial financing and development phase, and established organizations during the scaling phase. While I acknowledge the existence of other possibilities, the purpose of this post is to offer insights rather than provide an exhaustive list of technological roles. Furthermore, I assume that the distinction between CTOs and Tech-Leads is less significant at this stage, as these roles often interchange and the nomenclature arises more from chance than deliberate decision-making.

#### **The most important qualities of a good CTO**
A Chief Technology Officer (CTO) is a highly skilled professional who assumes overall responsibility for the technological aspects of your startup. They bring extensive experience and expertise in understanding the inner workings of your solution and delivering value to end-users. However, it is essential to consider additional dimensions of this role.

**CTOs come from diverse backgrounds, often having held positions as software developers, tech leads, DevOps specialists, project managers, or even academic personnel.** Within your startup, their responsibilities may encompass technological leadership, research and innovation, business and technology development, product development, and the recruitment of key technical specialists.

Given the wide range of competencies required, finding the right person for the job can be challenging. During the MVP stage, when numerous pressing issues demand attention, the decision to hire a CTO can be overlooked. However, as your startup progresses beyond the MVP stage, effective technological management becomes crucial, especially when addressing any technical debt accumulated during the initial product phase.

What are the most important qualities of a good CTO?

**A leader in technology** 

The CTO plays a critical role in making architectural decisions, ensuring infrastructure scalability, and selecting the most effective tools to achieve both client and company objectives. They may also have greater control over the implementation of tech solutions. 

**Research & development for innovative solutions** 

The CTO holds a unique position in driving innovation by defining key directions for technological advancements. They inspire and motivate teams to think creatively, fostering an environment that encourages innovative ideas and thinking outside the box. 

**Hiring Talent**

Finding qualified candidates in the IT industry can be increasingly challenging. Involving the CTO in the recruitment process for development teams can enhance efficiency and satisfaction for both parties, as they possess the technical expertise to identify suitable candidates. 

**Product & development**

As the representative of the tech team, the CTO must effectively demonstrate how innovation and technology align with customer needs. Collaborating closely with the Chief Product Owner, the CTO ensures the creation of tech-enabled products that meet market demands. 

**Business & technology enabler** 

Working closely with both the in-house tech team and clients, the CTO serves as a bridge between business requirements and technical execution. Their deep understanding of both domains allows them to effectively translate business needs into a comprehensive technical plan.

Having identified the key qualities of a competent CTO in a startup, let us now shift our attention towards examining the benefits and drawbacks of employing an in-house candidate versus opting for the expertise of an external specialist.

#### **Pros and cons of in-house CTO** 
The in-house solution for a CTO has its own advantages and disadvantages. On the positive side, having an in-house CTO provides proximity and familiarity with the organization, but it can be costly. It is particularly beneficial for complex projects involving big data, AI, or large data volumes, whereas it may not be cost-effective for less advanced applications. 

An in-house CTO holds a crucial role within the organization as they possess extensive knowledge of internal processes, strategies, and the target market for product development. This internal perspective fosters a sense of organization, motivation, and deep involvement among team members. Furthermore, this model offers the advantages of high flexibility, simplified organization of agile workflows, and reduced response times for quick issue resolution.

![ ](\uploads\Blog-post_recyklning_ebooka_01_post01_3Ee3fEqUXYzqHJZIusGPIv.png)
#### #### **Pros and cons of CTO as a Service**
CTO as a service provides several advantages and disadvantages. The outsourced CTO is responsible for managing your company's technologies, engineers, IT support, and tech partners, ensuring proper diligence operations. They can work on a part-time, full-time (for a specific project or the entire company), or hourly basis, offering flexibility in decision-making. CTO outsourcing services are particularly beneficial for medium and small companies that don't require a permanent CTO but still need temporary leadership and technical supervision during specific software development cycles or for developer teams. Additionally, CTO as a Service is generally more cost-effective than hiring a full-time expert.

![ ](\uploads\Blog-post_recyklning_ebooka_01_post02_2IDrEsR6eIvGLMp07rarvM.png)

Naturally, the process of hiring a competent CTO poses its own set of challenges, and this blog post may not provide a definitive answer regarding the ideal CTO fit for your business. However, it can certainly help you evaluate the stage of your journey and identify experts best equipped to assist you in progressing further. Several crucial considerations need to be made when determining the type of CTO you require and the necessary skill set: 

1. **Business partner or technical manager:** Do you need a business partner with technological expertise to scale the business, or someone solely focused on managing the technical aspects without involvement in other areas of company development?

2. **Development stage:** Is your business in the early stages, requiring process organization and alignment of business goals with technology? Or are you post-MVP, seeking someone to plan and lead further technological development while building a reliable team? 

3. **Future goals:** If you plan to outsource part or all of your technological team in the future, an in-house CTO would be advantageous. However, if you already have a skilled team and only require part-time technical leadership, CTO as a Service may be sufficient. 

4. **Budget:** Consider the financial resources you are willing to allocate to the CTO position. 


Once you have determined the ideal solution for your organization, you can begin searching for suitable candidates or outsourcing services. 

___
#### **Summary** 
In this blog post, we explore the role of a Chief Technology Officer (CTO) in startups and scaleups and discuss the decision between hiring an in-house CTO or using a CTO as a Service. A good CTO possesses leadership in technology, drives innovation, helps in hiring talent, oversees product development, and acts as a bridge between business and technology.

Having an in-house CTO offers proximity and familiarity but can be costly, while CTO as a Service provides flexibility and cost-effectiveness for smaller companies. Factors to consider include whether a business partner or technical manager is needed, the development stage of the business, future goals, and budget.

Ultimately, finding the right fit for your organization requires careful consideration. Once you determine the ideal solution, you can start searching for suitable candidates or outsourcing services.

If you found this article interesting, we invite you to explore our ebook tailored for CEOs, founders, and product managers. It offers invaluable insights into the product development process, providing you with valuable knowledge and expertise.

[Link: The Product Journey: building application that scale](https://theproductjourney.bitnoise.pl/#form)




Strategic Pivot: Transforming an HR Tool into a Modern Field Service Platform

Adrian

CTO as a Service or in-house CTO? Which is best for you?

Łukasz

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