Your first 90 days in a new C-Tech role: Building foundations for lasting impact
Landing a C-suite technology role, whether as CTO, CIO, or another critical C-Tech position, is both an achievement and a challenge. These first 90 days are crucial; they set the tone for how you’ll lead, impact, and drive transformation. With the tech landscape evolving rapidly, adapting to both the technology stack and team dynamics within a new company can be daunting. Here's a guide to help C-Tech leaders start strong and build lasting foundations for innovation and growth.
1. Assess the tech landscape and infrastructure
In your first few weeks, invest time in thoroughly understanding the existing tech stack, infrastructure, and systems. This will enable you to identify potential quick wins as well as longer-term improvements. Review current technology in terms of scalability, security, and efficiency, and examine any pain points or bottlenecks. Align your discoveries with the company’s strategic goals so you can start building a roadmap that aligns tech capabilities with business growth.
Key areas to consider:
Is the current infrastructure scalable to meet future demands?
Are there immediate cybersecurity or compliance gaps?
What emerging technologies could streamline operations?
2. Build your key relationships
Collaboration with other C-suite members and team leaders is pivotal in aligning on priorities and gaining support. Spend time with heads of departments to understand how technology impacts their functions. Building these relationships not only enables more collaborative strategic planning but also encourages cross-functional alignment for smooth change management.
Key relationships to prioritise:
CEO & Board: Understand their vision and strategic objectives for technology.
Finance: Review budgeting constraints and ROI metrics.
Operations & Sales: Identify pain points where technology could boost performance.
3. Understand and assess the team dynamic
Evaluate your team’s strengths, skills, and dynamics. Your success as a C-Tech leader will largely depend on the expertise and cohesion of your team, so it’s essential to understand current roles, capacity, and morale early on. Identify skills gaps that may need immediate hires or further training and assess team engagement levels to ensure a positive and productive work environment.
Questions to guide your assessment:
Are there critical skills missing in your team for near-term projects?
How well does your team adapt to change?
Is there a clear path for skills development and retention?
One of The IN Group brands, Investigo, specialises in building high quality teams and can assist you in identifying any gaps you may have and finding the best possible candidates. Reach out to the team to find out how they can help grow your technology team.
4. Set clear priorities and quick wins
Create a list of priorities that align with the company’s broader objectives and tackle any low-hanging fruit to build momentum. Demonstrating quick wins, whether it’s resolving a long-standing system issue, streamlining a process, or implementing a cost-saving measure, can establish credibility and show your proactive approach to leadership.
Suggested quick wins:
Resolve any major recurring system outages or tech complaints.
Roll out a high-impact but low-effort productivity tool.
Improve any readily visible efficiencies in daily operations.
5. Define metrics for success
C-Tech roles demand measurable outcomes, particularly in terms of value to the business. Define what success looks like for your role early on by establishing key performance indicators (KPIs) that reflect both technical and business objectives. Consider metrics like system uptime, cybersecurity breach incidents, project delivery times, or customer satisfaction in relation to tech services.
Possible KPIs:
Time to resolve critical issues (response times, SLAs).
Cost reduction through improved tech efficiency.
Team productivity metrics or employee satisfaction.
6. Champion a culture of innovation and agility
Today's tech leaders must embrace agility to stay competitive. Early in your tenure, promote a culture of experimentation where failure is seen as a learning opportunity, not a setback. Encourage your team to explore new technologies, iterate on processes, and continuously improve.
Ideas to foster innovation:
Hold regular team brainstorming sessions focused on problem-solving.
Celebrate small wins in innovation to build team morale.
Introduce agile methodologies if they’re not in place.
7. Prepare for strategic change
By the end of your first 90 days, it’s time to think strategically. As you gain a clearer understanding of the business’s tech needs and opportunities, start shaping a longer-term vision. This includes planning for significant projects, identifying technology partners, or advocating for budget changes that align with innovation and growth goals.
Action points for strategic change:
Propose high-impact projects aligned with company goals.
Identify key strategic hires or partnerships.
Create a 12-month roadmap with clear milestones.
Another brand within The IN Group, Definia, is a technology and transformation consulting partner, guiding organisations towards tomorrow’s opportunities at a sustainable place, whilst maximising existing teams and resources. Reach out to the team today to learn more about their Transformation Advisory and Delivery services.
Final thoughts
The first 90 days are a balancing act for any C-Tech executive. It's about making impactful changes without disrupting the status quo and setting a foundation that aligns technology with long-term business success. Embrace these initial months as an opportunity to both solidify your leadership and position your team as a driving force for innovation and growth.
As you progress through these stages, stay connected with the InX team. Our end-to-end talent solutions within The IN Group ensures you’re supported by the best talent, resources, and expertise to drive your initiatives forward.