SME CTO
| Dimension | Hiring evidence | 90 days | 180 days | One year |
|---|---|---|---|---|
Control and visibility |
Took control of vendor-heavy or fragmented estates |
Critical systems, owners, contracts, cost, and risks are visible |
Priorities and vendor decisions are moving |
Company can judge, negotiate, operate, and exit key technology choices |
Business adoption |
Delivered operating change, not only systems |
Business owners and process consequences are identified |
Selected improvements have adoption and benefit evidence |
Old cost or work retires as new capability becomes normal |
Risk and resilience |
Improved practical security and recovery |
Material exposures and urgent actions are clear |
Controls and recovery are tested and owned |
Risk is managed as a business decision rather than supplier paperwork |
Investment focus |
Stopped weak projects and simplified portfolios |
Stop-doing list and roadmap are credible |
Fewer active initiatives and clearer benefits |
Spending is more intentional, with fewer stranded programs |
Internal capability |
Reduced dependence on vendors or one person |
Team and sourcing gaps are known |
Ownership and knowledge are transferring |
Business has stronger judgment without depending on CTO or supplier |
Critical failure examples. Arrives with a vendor solution, launches a broad transformation before control exists, treats adoption as a business problem after delivery, or becomes the new dependency.