Tyson Martin for CTO Input

On paper, the company looks strong in scaling and growth. Revenue is steady, maybe even growing. Headcount sits somewhere between 200 and 1,000 people. New customers are coming in, the board is mostly happy, and the leadership team feels busy in all the right ways. Yet under the surface, something is quietly bleeding the business […]

Most CEOs and founders can feel it when their tech teams stall. Delivery slows, incidents repeat, security gaps linger, and costs creep up every quarter. On paper, everyone is busy. In practice, the business is stuck. A strong continuous improvement culture changes that pattern. Instead of reacting to problems once a quarter, your teams learn

Cyber attacks used to sound like an IT problem. Today they feel more like a balance sheet problem. At its core, cyber risk quantification means turning cyber risk into dollars. Instead of hearing “our ransomware risk is high,” you see “we face an expected 20 million dollar loss each year from ransomware.” That shift in

If your CIO and CMO cannot get through a planning meeting without tension, you feel it in your numbers. Campaigns stall. IT projects drag. Costs creep up while growth stays flat. The board starts asking why your big tech spend is not moving revenue. This is where CIO and CMO alignment stops being a buzzword

If your tech budget feels like a black box, you are not alone. Many leaders feel trapped between rising costs, security fears, and a backlog of projects that never quite finish. The good news is that technology cost optimization is less about slashing tools and more about fixing decisions, habits, and blind spots. With the

Technology feels expensive. Risky. Hard to control. Many C-level executives facing digital transformation challenges see a growing tech bill, rising cybersecurity and compliance pressure, and a backlog of projects that never seem to finish. Yet the business impact is unclear. Revenue is not rising at the same pace as the spend. This is where a

If running your business feels like steering a plane through clouds, you are not alone. This is the reality of digital transformation for many organizations today. Costs keep rising, systems do not talk to each other, Artificial Intelligence (AI) and Cloud Computing projects pile up, and every board meeting includes a new warning about cybersecurity

If you sit in the CEO, COO, founder, or board seat, you probably see technology as a big, unstable line item. High cost, hard to understand, and one wrong move can blow up in the news. A breach of privacy, which exposes personal information, looks, at first, like a technical failure. Servers, logs, forensics, lawyers.

If your company had a breach tomorrow, who would feel it first? Not just IT. Your marketing team, your sales pipeline, your customer success team, and your board would all feel the shock. In 2025, every security incident is a brand incident. It hits trust, growth, and your ability to close deals. For decision makers

Most CEOs and founders do not wake up thinking, “I need better executive alignment.” They wake up thinking, “Why are decisions so slow? Why are targets slipping? Why is technology so expensive and still so risky?” These frustrations often signal a lack of executive alignment. At its core, executive alignment is simple. Senior leadership moves