I'm currently the CTO at a startup that I've founded with friends. I've got quite a bit of experience in developing full stack and mobile apps, thanks to internships during college, while my CEO has a CS background but limited actual development experience. Recently, he became frustrated with my pace of work, accusing me of being slow because I hadn't pushed much code in a few days. I was focused on getting the database schema and backend ready before working on the user interface, but he didn't see any visible progress and decided to implement a significant feature himself. His solution was a massive pull request (PR) that significantly changed the codebase, and it was clear he relied heavily on AI tools to get it done quickly. Now, I'm stuck needing to merge his PR with my ongoing work, which is leading to conflicts and complications. I voiced my intent to rebuild the feature from scratch for quality's sake, but he expects me to finish it in a day since he did it in just two hours. I want to communicate effectively that maintaining quality, especially in backend development, is crucial for our project's success—how can I do that without creating friction?
4 Answers
Honestly, if your CEO doesn’t respect your expertise as CTO, that’s a red flag. It might help to establish clear boundaries—communicate that significant changes to the codebase should come through discussions and agreements. Try to document what you’re working on more clearly, so it’s obvious how much effort is going into each aspect of the project. That way, they’ll have a better understanding of the work you’re putting in, even when it doesn’t seem visible at first glance.
For sure! People often overlook backend work. It would be even better if you could show them specific examples of bugs that arise from poor backend coding—it might drive the point home!
It's tough when you’re working with friends and they don’t fully respect your technical insights. If push comes to shove, maybe let him vibe code something and deal with the consequences later. Sometimes people learn best when they experience the fallout of rushed decisions. But seriously, if it gets too frustrating, reevaluate if it’s worth it to stay in this situation.
I hear you, though it's hard to watch a project you care about derail. If he doesn’t learn from experience, how can you bring him back on track?
True. As much as you want to see the startup succeed, protecting your mental well-being is key. Don't hesitate to step back if it becomes too toxic.
It sounds like you and your CEO need better communication and trust. Honestly, it seems there's some friction stemming from a lack of experience on both sides. If he’s aggressively micromanaging and you feel like you’re not being heard, that’s a bad mix. Maybe try having a candid conversation about why each part of development takes time—explain to him that building a solid backend is like laying a strong foundation for a house; without it, everything else falls apart. Help him see that rushing through it can lead to a lot more headaches down the line.
I totally agree! Building trust might be tough right now, but you could start by consistently presenting your work and getting actionable feedback. If your CEO can see the value in what you’re doing, that approach might help him to respect the pace you need.
It sounds like the CEO needs to understand the implications of rushed work. Maybe show him some examples of projects that failed due to poor backend architecture, and then he might get the larger picture.
From what you’ve shared, it sounds like a classic case of someone misunderstanding the development process. You should suggest having a team meeting to clarify everyone’s roles and expectations. If he keeps using AI to write code without understanding it himself, it could lead to serious technical debt. Having some project management framework or tools like Trello might also help everyone stay aligned on progress and deadlines.
This could definitely help reduce misunderstanding. Plus, emphasizing the different phases of development could help your team appreciate the behind-the-scenes work and the importance of having a maintainable product.
Exactly! Once everyone gets on the same page, it’ll become easier to manage expectations and deadlines.
That’s a solid approach. Maybe using project management tools to track your progress and set clear timelines could help the CEO see why you’re working at the pace you are.