Not so long ago, I was trying to walk my seal-shaped stone around the street with little success when I saw my good friend Torgo looting a hat shop.
—Hey Torgo, long time no see. How are you? What are you doing here?
—Getting hat for Master. Master like hats
—But shouldn’t you pay for that?
—Oh, no. Master will not approve—Said Torgo, visibly scared.
—But Torgo, stealing is Bad. Bad Torgo! How do you think this is going to end??
Torgo froze for about ten seconds before looking at me, saying:
—That reminds me of a big concern when working as a fractional CTO with my clients. Something that I call “The Finale.”
Even if I was about to summon the princess of darkness using my magic lemon, I was shocked by such an intriguing concept.
—Please, Torgo, go on. Elaborate.
—As fractional or interim CTOs, we do not intend to work on a permanent basis. Normally, we go after three, six or twelve months. There are three possible scenarios:
First, when the company runs out of money. If they plan to operate without you, just ensure that you are sharing all the knowledge they have paid for.
Second, when the company needs a full-time role. That’s the ideal situation. In that case, hiring your replacement will be one of your final tasks. Generally, you will work alongside the new CTO to smooth the transition and ensure all the knowledge is shared. A win-win situation for everyone.
Third, when our job is done. We are hired to do something, and we do it. Great. But sometimes, we feel that we are not bringing anything new to the table. Thus, we are probably not excited anymore. And there comes the problem: as a fractional, we tend to try different things because we like… different things. If that happens, and because we probably are part of the management team, we need to help them find a replacement and ensure that our knowledge stays in-house.
And most important, talk to your client and offer fair dates and plans to move on. There will be friction, for sure. But unless it hurts you, you must take care of your client until the last minute.
Torgo stopped for a second, grabbed a pigeon from the floor and said, “Now bring me the prince… alive!” before introducing a £50 note in the bird’s mouth and releasing it into the air.
—Where was I? Yes! There is a fourth scenario. When the company is no longer growing but not shrinking either, and cannot afford a full-time role. It may be good or bad, depending on you. I personally work with several clients because I like challenges, but after two or three years, I need a change. So, I try to avoid this scenario as much as I can.
And allow me to say something else. Beware of your costs if they are lower than the market. It can bring false expectations to the table. You may be in a situation where you can’t find a new replacement for the price you are charging. In that case, the Finale can be a little bit dramatic. Even if, for some reason, you are charging less than you should, keep your client informed of the actual costs.
—Thanks for the advice, Torgo, it’s very kind of you. Will you now put your knife away from my belly?
—Master needs shoes. That’s how we buy shoes in London. Give Torgo shoes!
—Oh my!
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