Generated by All in One SEO Pro v4.9.10, this is an llms-full.txt file, used by LLMs to index the site. # Kathy Keating Technology Advisor, Board Director, and CTO Executive Coach ## Posts ### [Blog](https://kathkeating.com/blog/) **Published:** November 14, 2021 **Author:** Kathy Keating --- ### [What 1993 Tells Us About Where AI's Next Decade Gets Built](https://kathkeating.com/where-ai-next-decade-gets-built/) **Published:** May 8, 2026 **Author:** Kathy Keating **Excerpt:** In 1993, IBM cut 60,000 jobs. Wang collapsed. DEC ousted its founder. The talent released didn't found Twitter. They went somewhere to retool, and the companies they chose defined the next era. The same pattern is playing out now, with 125,000 cut so far in 2026 and counting. **Content:** In 1993, IBM cut 60,000 jobs. It was the largest layoff in U.S. corporate history at the time, and it shocked the country. IBM had gone seven decades without a layoff. The company’s culture was built on the promise that if you did your job, you had a place there for life. That promise ended in a single year. The headlines focused on the human cost. The deeper story was something else entirely. IBM wasn’t dying. It was restructuring during a paradigm shift. The mainframe era was ending. The client/server era was beginning. And the people IBM cut weren’t surplus to the economy. They were [surplus to a particular architecture of computing that was on its way out](https://www.marketplace.org/story/2016/06/13/profit-ibm). Where they went next is the part of the story most people don’t tell. And IBM wasn’t alone. [Wang Laboratories filed for bankruptcy in 1992. Unisys, formed from the merger of Burroughs and Sperry, nearly collapsed under $2.5 billion in losses. Digital Equipment Corporation ousted its founder the same year as it bled out](https://time.com/archive/6722015/how-ibm-was-left-behind/). The mainframe era didn’t end at one company. It ended across the entire generation of companies that had defined it. ## The decade gap Here’s the thing about paradigm shifts. The talent released in the cuts doesn’t immediately found the companies that come to define the next era. There’s a gap. A long one. Twitter wasn’t founded until 2006. Facebook in 2004. The web 2.0 wave that the 1993 cohort is sometimes credited with seeding came [a full decade after the layoffs](https://en.wikipedia.org/wiki/Silicon_Valley). The people who built it had to get there first. Where they went in the meantime is the more interesting question. They went to Sun. To Oracle. To Cisco. To Netscape. To the early enterprise software companies and the systems integrators. They went to the companies that were doing the unglamorous structural work of the new paradigm: building the distributed databases, the network protocols, the application servers, the integration layers. The companies that were actively rebuilding what the mainframe used to do, in client/server form. That work wasn’t the next wave. It was [the substrate the next wave would later be built on](https://medium.com/@anandglider/lessons-from-the-mainframe-era-for-todays-fortune-500-digital-transformation-6f24804cbf06). By the time Twitter and Facebook arrived, the senior architects who built them had ten years of distributed systems experience earned at companies most people have stopped naming. The Xerox PARC diaspora is the well-known version of this story: PARC’s people [seeded 3Com, Adobe, Cisco, Apple, and Microsoft](https://en.wikipedia.org/wiki/Silicon_Valley), but rarely directly and almost never quickly. They went somewhere first. They retooled. Then they built what came next. ## What’s actually happening in 2026 In 2026, the same structural pattern is playing out across the giants of an entire era. [More than 125,000 tech workers have been cut in the first four months of the year](https://www.trueup.io/layoffs), on pace to exceed the 246,000 cut in all of 2025. The cuts are concentrated in three corridors: the San Francisco Bay Area, Seattle, and New York. [Office vacancy in San Francisco hit 36.7% in Q1 2026, up from 33.9% a year earlier](https://tech-insider.org/tech-layoffs-2026-ai-workforce-impact/). Seattle’s tech corridor is showing the same pattern. The geographic story is as concentrated as the industry one. The cuts are a smaller share of a much larger industry than what hit IBM and its peers in 1993. But the structural logic is the same. The incumbents of one era are restructuring during the shift to the next, and the capital that ran the current paradigm is being redirected to build what comes after it. The companies running those reductions are reporting record revenues at the same time. Amazon’s Q1 2026 capex came in at $44.2 billion, up 77% year over year, with AWS growing at its fastest pace in fifteen quarters. Alphabet’s Q1 capex was $36 billion, up 107%. [Together, the four hyperscalers, Amazon, Microsoft, Alphabet, and Meta, will spend roughly $725 billion on AI infrastructure in 2026](https://247wallst.com/investing/2026/05/07/tens-of-thousands-of-tech-workers-are-being-laid-off-in-2026-the-725-billion-that-replaced-them-is-going-to-four-companies/), up from $410 billion last year. Meta’s projected 2026 AI capex runs $125 to $145 billion. The company’s total human compensation, every salary, every benefit, every stock grant, comes to roughly $27 billion. The AI capex line is four to five times the entire payroll line. The layoffs are not the cost-cutting story. They are the capital reallocation story. The cuts could be twice their current size and still wouldn’t meaningfully fund the AI infrastructure buildout. What’s funding it is the redirection of capital itself, away from the work of running the current era and toward the work of building the next one. The 125,000 are not surplus to the economy. They are surplus to a particular shape of company that is on its way out. ## Where they’re already going Most of the 125,000 won’t found the next wave’s defining companies. The 1993 cohort didn’t either. They went somewhere to retool. The companies they chose are the ones that defined the next era. The same will be true of where this talent lands now. And the redistribution is already visible. Recruiting firms tracking placement patterns report that roughly 40% of displaced senior engineers are [landing at mid-market or PE-backed companies, often within weeks rather than months](https://www.kore1.com/tech-layoffs-2026/). Senior engineers with eight or more years of experience are placing in a median of 17 days through specialized recruiters, against a market average of 45 to 90 days. The fastest-moving slots are senior full-stack roles at mid-market SaaS companies running real cloud migrations, and director-level technology leadership at companies under 500 employees. Total compensation is coming down from hyperscaler peaks. Base is holding. Candidates are trading brand-name equity for cash, stability, and the chance to operate inside a function rather than manage six layers of one. The redistribution is also geographic. The talent leaving the Bay Area, Seattle, and New York is not all staying in the Bay Area, Seattle, and New York. Mid-size companies in Denver, Austin, Miami, Salt Lake City, and Raleigh have a window they did not have eighteen months ago. ## The question worth asking If you are one of the 125,000 and counting, the question is not “what should I build?” The question is: **where do I go to retool, so that when the next wave really lands in five to ten years, I am the one architecting it?** The answer in 1993 was not the obvious one. It was not the giants that survived the shift. They were busy preserving what they had. The answer was the companies that were actively rebuilding around the new paradigm. Companies most people would have struggled to name at the time. Companies that were doing the hard, unglamorous, foundational work of assembling the building blocks of what came next. The same is true now. The biggest, shiniest landing spots are not the ones doing the most foundational work. The companies adopting AI tools at the surface layer are not the same as the companies rewiring how they actually operate. The first group will use AI to do current work faster. The second group will rebuild what work even is. Only one of those is the place to retool. For the talent reading this, the question to bring into every conversation about a next move is not “what’s the comp” or “what’s the title.” It is this: *How deep does the AI rebuild actually go in this company? Surface tools that make current work faster, or architectural decisions that change what the work even is?* If the rebuild is deep, the architectural decisions being made in the next eighteen months will define what gets built on top of them for the next decade. Being inside that work is what positions you to be the senior architect, founding CTO, or early VP of the companies that emerge in 2032 and 2035. If the rebuild is shallow, you will spend the next five years doing optimization work on a fading paradigm. That is the wrong place to retool. ## What this means for mid-size CEOs The 1993 diaspora was not absorbed by the giants. It was absorbed by the companies that were rebuilding around the new paradigm and that needed senior capability to do it. The capability didn’t disappear. It redistributed. And the companies it redistributed to were reshaped by it. The same redistribution is starting now, and the data already shows it. Mid-market SaaS companies are absorbing senior engineers within weeks. PE-backed mid-size firms are absorbing director-level technology leadership at a pace they could not match two years ago. The talent is moving. The question is whether the operating systems on the receiving end are mature enough to put that capability to work on foundational rebuild, or whether new senior hires will land inside organizations that are still patching what already exists. That is a different kind of readiness than most companies are paying attention to right now. Talent acquisition strategy is the surface answer. The deeper question is whether the foundations of the company can metabolize what’s about to arrive. A senior engineer joining a company whose decision rhythms, architectural standards, and operating cadence are still organized around 2022 will burn out inside a year. A senior engineer joining a company that is actively rebuilding its operating system around AI will compound. The talent knows the difference. The market is now sorting on it. ## The real signal More than 125,000 people are not entering a job market. They are entering a paradigm shift. The decisions they make in the next twelve months will, ten years from now, look like the decisions IBM’s 1993 cohort made when they chose Sun and Oracle and Cisco over the safer-looking giants of the day. The companies they choose now will be the companies they reshape. And the companies they reshape will be the ones that define the next decade. The capital reallocation is already happening at a scale the headlines have not yet caught up to. $725 billion is moving toward AI infrastructure this year alone. The talent is already moving toward the companies that are rebuilding around it. The only real question is which side of the reallocation your company is positioned for. That is the part of 1993 the headlines missed. It is also the part of 2026 worth paying attention to. --- *Kathy Keating is a Board-Certified Director and systems strategist who works with CEOs and Boards on decision architecture, operating rhythms, and AI readiness. She is the co-author of Liquid: How CEOs and CTOs Unlock Flow & Momentum in Complex Systems.* ![author avatar](https://kathkeating.com/wp-content/uploads/2025/10/Kathy-Keating-2025-square.png) Kathy Keating Technology Advisor, Board Director, and Executive Coach [See Full Bio](https://kathkeating.com/about-kathy-keating-cto/) [ ](https://kathkeating.com/about-kathy-keating-cto/) Technology Leadership Corporate Governance Artificial Intelligence AI Governance and Ethics Cybersecurity Risk Oversight Executive Coaching CTO Coaching Systems Thinking Product and Engineering Alignment SaaS, FinTech, HealthTech, GovTech [ ![social network icon](data:image/svg+xml;base64,PHN2ZyB3aWR0aD0iMTYiIGhlaWdodD0iMTYiIHZpZXdCb3g9IjAgMCAxNiAxNiIgZmlsbD0ibm9uZSIgeG1sbnM9Imh0dHA6Ly93d3cudzMub3JnLzIwMDAvc3ZnIj4KPHBhdGggZD0iTTEyLjIxNzUgMS4yNjkyOUgxNC40NjY1TDkuNTUzMSA2Ljg4NDk1TDE1LjMzMzMgMTQuNTI2NkgxMC44MDc1TDcuMjYyNjUgOS44OTE5OEwzLjIwNjU5IDE0LjUyNjZIMC45NTYyNDdMNi4yMTE1OCA4LjUyMDAyTDAuNjY2NjI2IDEuMjY5MjlINS4zMDczN0w4LjUxMTU2IDUuNTA1NTFMMTIuMjE3NSAxLjI2OTI5Wk0xMS40MjgyIDEzLjE4MDVIMTIuNjc0NEw0LjYzMDIyIDIuNTQ0NzFIMy4yOTI5M0wxMS40MjgyIDEzLjE4MDVaIiBmaWxsPSIjNDM0OTYwIi8+Cjwvc3ZnPgo=) ](https://x.com/kathkeating) [ ![social network icon](data:image/svg+xml;base64,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) ](https://www.linkedin.com/in/kathykeating/) **Categories:** Artificial Intelligence (AI), The Execution Gap --- ### [AI Strategy Alignment: The Decision Loop Gap Between CEOs and CTOs](https://kathkeating.com/ai-strategy-alignment-decision-loops/) **Published:** April 16, 2026 **Author:** Kathy Keating **Excerpt:** 72% of CEOs now own their company's AI decisions. But when the CEO hears "AI strategy" and means reimagine the work while the CTO hears it and means speed up the work, every downstream decision drifts, and the cost compounds quietly every quarter. **Content:** **Your CEO and CTO Both Say “AI Strategy.” They Mean Completely Different Things.** *And the cost isn’t the disagreement. It’s the six months of decisions that drift before anyone notices.* 72% of CEOs now say they are the primary decision-maker on AI in their organization. That’s double the number from a year ago, according to BCG’s 2026 AI Radar survey of 2,360 executives ([BCG AI Radar 2026](https://www.bcg.com/publications/2026/as-ai-investments-surge-ceos-take-the-lead)). Half of those CEOs believe their job stability depends on getting AI strategy right this year. Your CTO hears those same stakes. They feel the same urgency. They nod in the same meetings. And they are building toward a completely different outcome. This isn’t a communication problem. It’s a decision-loop failure that compounds silently across your organization, every quarter, until the cost becomes visible in a board meeting nobody enjoys. ## Two Decision Loops Running on the Same Word ![Diagram showing two parallel decision loops: the CEO's reimagine-the-work loop (redesign workflows, ship new capabilities) and the CTO's speed-up-the-work loop (build foundations, gain velocity). Both converge at interlock decisions around portfolio allocation, sequencing, and shared metrics. Outputs show each loop feeding the other: reimagine gives the CTO a target, speed-up gives the CEO a platform. Dashed lines show both feeding back into the next cycle.](https://kathkeating.com/wp-content/uploads/2026/04/decision-loop-interlock-branded-1.png "decision-loop-interlock-branded › Kathy Keating") When your CEO says “AI strategy,” here’s what the research says they actually mean: reimagine the work.\[/caption\] BCG’s workforce research puts it directly: “CEOs must go beyond deploying tools and help their organization reimagine the nature of work itself” ([BCG, 2026](https://www.bcg.com/publications/2026/ai-transformation-is-a-workforce-transformation)). PwC frames it as an existential choice: if you reimagine your workforce and workflows to leverage AI agents, you build an edge competitors can’t close. If you layer AI onto existing processes, you get left behind ([PwC Future of Work](https://www.pwc.com/us/en/services/ai/ai-and-the-future-of-work.html)). IBM’s 2025 CEO Study found that 68% of CEOs say AI changes aspects of their business they consider core. 61% believe competitive advantage depends on who has the most advanced generative AI ([IBM CEO Study 2025](https://www.ibm.com/thought-leadership/institute-business-value/en-us/report/2025-ceo)). This is not incremental thinking. CEOs are asking: Where does my business model transform? What new capabilities does this unlock? How does the operating model change? What roles exist in 18 months that don’t exist today? When your CTO says “AI strategy,” here’s what the research says they actually mean: speed up the work. The 2026 Data Infrastructure Survey found that 61% of technology leaders rank data strategy as their top priority, with 46% focused on modernizing legacy systems and 33% on managing technical debt ([DataStrike, 2026](https://www.datastrike.com/blogs/the-2026-data-infrastructure-survey-why-rising-budgets-arent-solving-its-biggest-challenges)). Only 22% of organizations believe their current architecture can even support AI workloads without modifications ([Databricks, 2025](https://www.databricks.com/blog/strategic-priorities-data-and-ai-leaders-2025)). On the human capital side, research across 121,000 developers shows that 93% now use AI coding assistants. The productivity gain? About 10%. It jumped when AI tools first arrived, then flatlined ([DX Research, 2026](https://shiftmag.dev/this-cto-says-93-of-developers-use-ai-but-productivity-is-still-10-8013/)). CTOs are measuring cycle time, throughput, developer velocity, code review efficiency. They’re making their teams faster at the work those teams already do. Both of these are real strategies. Both are correct. Both are necessary. *They are not the same strategy.* ## Reimagine vs. Speed Up: The Decision Architecture Gap Here is what each decision loop actually looks like when you map it: The CEO’s reimagine loop asks: Where does the business model break or transform in the next 18 to 36 months? It trusts competitor signals, customer behavior shifts, board pressure, and peer CEO conversations. It measures success in new capabilities, redesigned workflows, new revenue streams, and a company that looks different in two years. The decisions it produces: which business processes get redesigned end-to-end, where to place agentic workflow bets, how the org chart changes, what the company stops doing. The CTO’s speed-up loop asks: Where is the system slow, brittle, or blocking the work we’re already doing? It trusts cycle time data, incident reports, developer experience signals, and platform capacity metrics. It measures success in shorter cycle times, fewer incidents, lower change-failure rates, and a platform stable enough to absorb what leadership wants next. The decisions it produces: which tools and agents get deployed, where to invest in data architecture, how to manage quality as velocity increases, what technical debt to pay down. Both loops are running at the same time, on the same word. Every Monday in the leadership meeting, the CEO says “AI strategy” and runs the reimagine loop. The CTO says it back and runs the speed-up loop. The meeting ends with both people believing they’re aligned. Six months later, the CEO sees a velocity dashboard and wonders where the transformation went. The CTO sees shifting goalposts and wonders why nothing is stable enough. Neither person did anything wrong. The loops were never designed to interlock. ## What BCG’s 10-20-70 Tells You About the Cost BCG’s workforce transformation research breaks down where AI value actually comes from: about 10% from the algorithms, 20% from the technology required to implement them, and 70% from rethinking the people component, the workflows, roles, and operating model changes ([BCG, 2026](https://www.bcg.com/publications/2026/ai-transformation-is-a-workforce-transformation)). Read that again. 70% of the value lives in reimagining the work. If your CTO’s AI strategy is primarily about developer tooling, platform modernization, and engineering velocity, you’re optimizing inside the 30% envelope. The 70% requires both loops working together. Meanwhile, IBM found that only 25% of AI initiatives have delivered expected ROI, and only 16% have scaled enterprise-wide. Half of CEOs report that rapid AI investment has already created disconnected technology within their organizations ([IBM CEO Study 2025](https://newsroom.ibm.com/2025-05-06-ibm-study-ceos-double-down-on-ai-while-navigating-enterprise-hurdles)). That’s what happens when two good strategies run in parallel without interlocking. Not failure. Drift. Expensive, quiet, compounding drift. ## What Interlock Actually Looks Like: A Service Design Example Here’s how this plays out when the loops connect. A B2B SaaS company, $80M ARR, Series C. Their product was the competitive advantage for years. Now three competitors have AI-powered features closing the gap fast. The CEO sees the next moat clearly: it’s not the product. It’s the service wrapped around it. How customers onboard, how they get support, how the company anticipates problems before anyone escalates. Today, onboarding is a project plan. A spreadsheet of tasks, manually created documents, configurations keyed in by hand, four handoffs, a project manager, six weeks. Everyone knows it’s slow. Nobody has reimagined what it could be. ### The reimagine move The CEO works with leaders across customer success, product, and operations to redesign onboarding from the ground up. Not “make it faster.” Redesign what it is. The reimagined service uses AI to pre-configure the customer’s environment based on their data profile. A guided, interactive setup session replaces the spreadsheet. AI abstracts away the project management and re-key work. The CS team shifts from managing tasks to advising on strategy, intervening only where the system flags real complexity. The work itself changes shape. Six weeks and four handoffs become a structured AI session and a strategic advisor. ### The speed-up move this unlocks Now the CTO has a clear target. Not “put AI on everything.” Build the data architecture that lets the onboarding system read customer profiles reliably. Build the integration layer that connects the product to the CS workflow. Deploy the coding agents that let engineers ship the adaptive setup flow in 8 weeks instead of 6 months. The speed-up work has direction because the reimagine decision came first and gave it a destination. ### The compounding effect Once that reimagined onboarding is live, the CTO’s platform investments (data architecture, integration layer, agent-assisted development) become foundations that make the next reimagine bet cheaper and faster. The CEO’s next move, reimagining the renewal experience or building proactive customer health monitoring, lands on a platform that was built to absorb change, not just to ship code faster. The reimagine loop feeds the speed-up loop a clear target. The speed-up loop feeds the reimagine loop a capable platform. They interlock. They compound. ### What happens without the interlock Without this sequence, the CEO announces “we’re going to use AI to transform our customer experience.” The CTO hears “speed up the work” and deploys coding assistants to the engineering team. Six months later, engineers are shipping features 15% faster, but those features are incremental improvements to the old onboarding flow. The same spreadsheet, the same handoffs, the same six weeks. Just slightly faster. The platform wasn’t built to support a redesigned service because nobody defined what the redesigned service was. The CEO asks where the transformation went. The CTO shows the velocity dashboard. Both are frustrated. Neither is wrong. The loops just never interlocked. ## Three Moves That Create the Interlock ### 1. Name which loop owns which decision Not every AI decision lives in both loops. Some are cleanly reimagine decisions: which workflows get redesigned, what the org chart looks like in 18 months, what the company stops doing. Those are CEO-led, CTO-informed. Some are cleanly speed-up decisions: which tools deploy, how quality gets governed at higher velocity, what technical debt gets paid down. Those are CTO-led, CEO-informed. The decisions that drift are the ones that live in both loops: how much capacity goes to reimagine bets versus speed-up bets, what foundations must exist before a reimagine bet can ship, which workforce transitions the CEO is committing to and the CTO is enabling. These interlock decisions need co-ownership. They are the portfolio decisions most companies make by accident. ### 2. Run a quarterly interlock conversation Not a governance meeting. A decision-architecture meeting. Ninety minutes, four times a year. CEO and CTO sit with a shared view and answer four questions: - What are we reimagining this quarter, and what has to be true on the platform side for it to work? - What is the platform investing in this quarter that unlocks future reimagine moves? - What’s the ratio of reimagine capacity to speed-up capacity, and is it the right ratio for where the business is? - Where is a reimagine bet outrunning the foundation, and where is the foundation outrunning a reimagine bet? Without this forcing function, the two loops run independently. The drift compounds. The quarterly conversation is how you catch it before it costs you a board meeting. ### 3. Measure both loops with separate metrics Almost every AI dashboard blends reimagine metrics and speed-up metrics into one view. That blend hides the drift. - **Reimagine metrics:** new revenue from AI-enabled services, workflows redesigned end-to-end, roles restructured, capabilities that exist now that didn’t exist a year ago. - **Speed-up metrics:** cycle time, throughput, change-failure rate, developer experience, platform readiness. When these are tracked separately, you can see when the reimagine loop is producing theater (new initiatives, no revenue) and when the speed-up loop is producing the velocity paradox (faster shipping, no business impact). Blended metrics make both invisible. ## The Question That Starts the Interlock Both loops are necessary. Your CTO’s speed-up work builds the platform that makes reimagination possible. Your reimagine work gives the speed-up investments a target worth building toward. Neither is optional. The question isn’t whether your AI strategy is about reimagining the work or speeding it up. It’s whether both loops are designed to feed each other, or running side by side, producing different outcomes from the same word. One question for your next conversation with your CTO: Which of our current AI investments is reimagining how we work, which is speeding up how we already work, and where are we assuming those two will interlock without anyone designing how? That question doesn’t require a new framework or a consultant. It requires ninety minutes, honesty, and a willingness to name the gap before the cost names it for you. ## If This Is the Gap You’re Living In I’ve developed a structured approach to designing the interlock between these two loops: how to align reimagine and speed-up decisions so they compound instead of drift. I’m working with a small group of CEOs who are navigating this exact tension right now. If you’re a CEO who recognizes this gap in your own organization and wants to explore whether this approach fits, I’d welcome the conversation. Reach out here or connect with me on[ LinkedIn](https://linkedin.com/in/kathykeating). *Kathy Keating is a systems strategist and Board-Certified Director who works with CEOs and Boards on the operating systems underneath execution. She writes about decision architecture, leadership design, and the patterns that separate companies that scale from companies that stall. More at[ kathkeating.com](https://kathkeating.com/).* ![author avatar](https://kathkeating.com/wp-content/uploads/2025/10/Kathy-Keating-2025-square.png) Kathy Keating Technology Advisor, Board Director, and Executive Coach [See Full Bio](https://kathkeating.com/about-kathy-keating-cto/) [ ](https://kathkeating.com/about-kathy-keating-cto/) Technology Leadership Corporate Governance Artificial Intelligence AI Governance and Ethics Cybersecurity Risk Oversight Executive Coaching CTO Coaching Systems Thinking Product and Engineering Alignment SaaS, FinTech, HealthTech, GovTech [ ![social network icon](data:image/svg+xml;base64,PHN2ZyB3aWR0aD0iMTYiIGhlaWdodD0iMTYiIHZpZXdCb3g9IjAgMCAxNiAxNiIgZmlsbD0ibm9uZSIgeG1sbnM9Imh0dHA6Ly93d3cudzMub3JnLzIwMDAvc3ZnIj4KPHBhdGggZD0iTTEyLjIxNzUgMS4yNjkyOUgxNC40NjY1TDkuNTUzMSA2Ljg4NDk1TDE1LjMzMzMgMTQuNTI2NkgxMC44MDc1TDcuMjYyNjUgOS44OTE5OEwzLjIwNjU5IDE0LjUyNjZIMC45NTYyNDdMNi4yMTE1OCA4LjUyMDAyTDAuNjY2NjI2IDEuMjY5MjlINS4zMDczN0w4LjUxMTU2IDUuNTA1NTFMMTIuMjE3NSAxLjI2OTI5Wk0xMS40MjgyIDEzLjE4MDVIMTIuNjc0NEw0LjYzMDIyIDIuNTQ0NzFIMy4yOTI5M0wxMS40MjgyIDEzLjE4MDVaIiBmaWxsPSIjNDM0OTYwIi8+Cjwvc3ZnPgo=) ](https://x.com/kathkeating) [ ![social network icon](data:image/svg+xml;base64,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) ](https://www.linkedin.com/in/kathykeating/) **Categories:** Artificial Intelligence (AI), Strategy, The Execution Gap --- ### [Why AI-Powered Engineering Teams Ship More Code But Deliver Less Software](https://kathkeating.com/ai-ship-fast-but-delivery-slowdown/) **Published:** March 23, 2026 **Author:** Kathy Keating **Excerpt:** Engineering throughput is up 59%. Main branch success rates are at a five-year low. More code is entering the pipeline. Less of it is reaching your customers. The gap between those two numbers is a decision architecture problem, and it's costing you quarters, not days. **Content:** A CEO called me last month, frustrated. His engineering team had just adopted three new AI tools. Throughput numbers were up across the board. And yet the release his biggest customer was waiting on had slipped for the third time. “I don’t understand,” he said. “The numbers say we’re faster than we’ve ever been.” He wasn’t wrong about the numbers. He was looking at the wrong ones. ## **The Numbers That Should Worry You** [CircleCI’s 2026 State of Software Delivery report](https://circleci.com/blog/five-takeaways-2026-software-delivery-report/) analyzes more than 28 million CI/CD workflows across 22,000 organizations. The headline looks great: average engineering throughput is up 59% year over year, the largest increase since the report began in 2019. AI-assisted development is producing more code, faster, than anyone predicted. But here’s what the same data reveals when you look past the headline. Main branch success rates sit at 70.8%, the lowest in five years. The benchmark is 90%. That means nearly 3 out of every 10 attempts to merge code into production are failing. Recovery times are climbing too. Seventy-two minutes on average to get back to green, up 13% from last year. More code is entering the pipeline. Less of it is reaching your customers. ## **Where the Speed Actually Disappears** If you’re a CEO looking at a velocity dashboard and seeing green, you’re looking at the wrong part of the system. The throughput gains are real, but only on feature branches, where developers experiment and iterate. That’s the part of the pipeline where AI accelerates most visibly. But feature branch throughput and main branch throughput tell you two different stories. The median team shows feature branch activity climbing while main branch throughput actually declines nearly 7%. Your developers are writing more code. Your delivery system isn’t absorbing it. Your developers aren’t the bottleneck. The bottleneck is the review queues, the approval chains, and the release management process that nobody has revisited since before you adopted AI. Review queues are longer because there’s more code to review. Integration failures are more frequent because AI-generated code arrives faster than your validation systems can process it. Release decisions that once happened naturally now pile up because nobody has redesigned the decision loops for this volume. ## **This Isn’t a Technical Problem. It’s a Decision Architecture Problem.** Here’s what I see in company after company navigating this exact challenge: the delivery system is designed for a pace that no longer exists. Your review cadence is set for a world where developers push a handful of changes a day, not dozens. Your release governance is built for a world where the bottleneck is writing code, not validating it. Your decision loops (who approves what, how quickly, with what information) have never been stress-tested against this kind of throughput. AI doesn’t create these cracks. It just makes them load-bearing. Think of it this way. You double the output of every machine on the factory floor. But you don’t add quality inspectors, retool the assembly line, or redesign the shipping dock. The machines are running faster than ever. Product is piling up between stations. And your dashboard is telling you productivity is up. That’s exactly what’s happening inside your engineering organization. ## **The Cost You’re Not Calculating** The CircleCI data makes the financial exposure concrete. At a 70% success rate, a team pushing five changes a day experiences roughly 1.5 deployment failures daily, compared to one every two days at the 90% benchmark. Even if that team recovers in 60 minutes each time (faster than most), the math adds up to roughly 250 additional hours lost per year. Scale that to 500 daily changes and you’re burning the equivalent of 12 full-time engineers just getting back to green. That’s not a rounding error. That’s lost revenue your board can see every quarter. But that’s only the math you can measure. Every failed deployment doesn’t just consume engineering hours. It delays the features behind it. It erodes confidence in release dates. It makes your team conservative about shipping, which is the opposite of what you bought AI tools to achieve. You’re paying for speed to value. You’re only getting additional activity. ## **What the Top Performers Do Differently** The same report reveals something important about the teams that are actually converting AI throughput into shipped software. Fewer than one in twenty teams manage to scale both code creation and delivery simultaneously. Those top 5% teams nearly double their throughput while maintaining a 90% main branch success rate and recovering from failures in under two minutes. They don’t achieve that by writing better code. They achieve it by redesigning the systems around the code. Their feedback loops are tighter and their validation workflows run faster because they’ve invested in the decision architecture, the review cadences, integration gates, and release governance, that lets high-volume throughput actually flow instead of backing up. The most effective teams redesign their decision loops before AI overwhelms them. ## **What This Means for You** You don’t need to understand CI/CD pipelines to act on this. You need to understand that your delivery system is a *decision system*, and right now, it’s likely running on architecture designed for a slower world. Three questions worth asking your CTO this week: **→ What’s our main branch success rate?** If they don’t know the number, that’s the first problem. If it’s below 90%, the delivery system is under strain, and adding more AI tools will make it worse, not better. **→ Where are decisions backing up in our release process?** Code reviews, integration approvals, release sign-offs. Somewhere in that chain, decisions are queueing faster than they’re being made. That’s where your speed is disappearing. **→ What would it take to redesign our decision loops for the throughput we have now, not the throughput we had two years ago?** This isn’t a six-month initiative. It’s a conversation about cadence, governance, and how quickly your organization can make good decisions at higher volume. ## **The Real Question Behind the Dashboard** AI is doing exactly what it promised. It’s compressing the creation cycle. Your developers are more productive than they’ve ever been. The tooling works. What isn’t working is the *organizational architecture* that sits between creation and delivery. The decision loops, the review bottlenecks, the release governance. The parts of the system that are invisible when throughput is low enough to absorb the friction. The dashboard says velocity is up. Your revenue timeline says otherwise. The gap between those two numbers is a decision architecture problem, and it’s costing you quarters, not days. The companies that figure this out first won’t just ship faster. They’ll ship with the kind of predictability that lets you make promises to your board and keep them. The fix isn’t more tools. It’s redesigning how your organization makes decisions at speed. ***Kathy Keating** is a systems strategist and Board-Certified Director who helps CEOs close the gap between engineering activity and business results. A CTO who has led through the challenges she writes about, she works with scaling companies to redesign the decision architecture, operating rhythms, and leadership systems that turn technology investment into predictable delivery. She is co-author of [Liquid:How CEOs and CTOs Unlock Flow & Momentum in Complex Systems](https://ctosentinel.com/getliquid/). Learn more at*[ *kathkeating.com*](https://kathkeating.com)*.* ![author avatar](https://kathkeating.com/wp-content/uploads/2025/10/Kathy-Keating-2025-square.png) Kathy Keating Technology Advisor, Board Director, and Executive Coach [See Full Bio](https://kathkeating.com/about-kathy-keating-cto/) [ ](https://kathkeating.com/about-kathy-keating-cto/) Technology Leadership Corporate Governance Artificial Intelligence AI Governance and Ethics Cybersecurity Risk Oversight Executive Coaching CTO Coaching Systems Thinking Product and Engineering Alignment SaaS, FinTech, HealthTech, GovTech [ ![social network icon](data:image/svg+xml;base64,PHN2ZyB3aWR0aD0iMTYiIGhlaWdodD0iMTYiIHZpZXdCb3g9IjAgMCAxNiAxNiIgZmlsbD0ibm9uZSIgeG1sbnM9Imh0dHA6Ly93d3cudzMub3JnLzIwMDAvc3ZnIj4KPHBhdGggZD0iTTEyLjIxNzUgMS4yNjkyOUgxNC40NjY1TDkuNTUzMSA2Ljg4NDk1TDE1LjMzMzMgMTQuNTI2NkgxMC44MDc1TDcuMjYyNjUgOS44OTE5OEwzLjIwNjU5IDE0LjUyNjZIMC45NTYyNDdMNi4yMTE1OCA4LjUyMDAyTDAuNjY2NjI2IDEuMjY5MjlINS4zMDczN0w4LjUxMTU2IDUuNTA1NTFMMTIuMjE3NSAxLjI2OTI5Wk0xMS40MjgyIDEzLjE4MDVIMTIuNjc0NEw0LjYzMDIyIDIuNTQ0NzFIMy4yOTI5M0wxMS40MjgyIDEzLjE4MDVaIiBmaWxsPSIjNDM0OTYwIi8+Cjwvc3ZnPgo=) ](https://x.com/kathkeating) [ ![social network icon](data:image/svg+xml;base64,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) ](https://www.linkedin.com/in/kathykeating/) **Categories:** Artificial Intelligence (AI), The Execution Gap --- ### [Service Design Is the Only Moat AI Can't Replicate in a Weekend](https://kathkeating.com/service-design-is-the-only-moat-ai-cant-replicate-in-a-weekend/) **Published:** April 7, 2026 **Author:** Kathy Keating **Excerpt:** B2B software stocks have lost $2 trillion since January, and the story everyone's telling about why is wrong. The real threat isn't that AI is killing SaaS. It's that product is no longer a moat, and most CEOs haven't noticed what is. **Content:** This week I watched two of the most operationally sophisticated companies on the planet fail at the one thing that’s about to matter more than anything else. Not their product. Not their tech. Their service design. And if Amazon and FedEx can’t get this right, your company is in more trouble than you think. ## What Just Happened to B2B Software Let me set the table first, because the urgency here is real and most CEOs are reading the wrong story about it. Since January, B2B software stocks have lost roughly $2 trillion in market cap. The iShares software ETF (IGV) is down more than 21% year to date. Salesforce, Atlassian, Adobe, Snowflake: all of them have taken double-digit hits. ([Bloomberg](https://www.bloomberg.com/news/articles/2026-02-04/what-s-behind-the-saaspocalypse-plunge-in-software-stocks),[ SaaStr](https://www.saastr.com/the-saas-rout-of-2026-is-even-worse-than-you-think-for-the-first-time-ever-software-now-trades-at-a-discount-to-the-sp-500/)) The headline everywhere is “AI agents are killing SaaS.” That headline is wrong, and the wrong story leads CEOs to the wrong conclusions. The real story is quieter and more dangerous. SaaS isn’t being killed. It’s being starved. Enterprise IT budgets aren’t growing fast enough to absorb the tidal wave of AI spending, so the AI money is coming directly out of seat counts, expansion deals, and “let’s add another module” conversations. ([SaaStr](https://www.saastr.com/the-2026-saas-crash-its-not-what-you-think/)) When AI agents do the work of multiple humans, you need fewer humans. When you need fewer humans, you need fewer seats. The seat-based model that built Salesforce, Workday, and Atlassian is the one being eroded from underneath. Here’s the part nobody is saying out loud. Once those seats are gone, those products go too. Not in a quarter. Not in a year. But once a CIO has stopped renewing, stopped expanding, and stopped paying attention, the relationship is already over. They just haven’t filed the paperwork yet. So if your competitive position used to rest on “we have the best features,” you have a problem. Because features are now the easy part. AI can replicate most of what your product does in a weekend. What it can’t replicate is how your customer experiences you. ## The Question Most CEOs Can’t Answer Here’s a test. Stop reading for ten seconds and try to describe, in detail, how a customer experiences your company from the moment they hear your name to the moment they renew or churn. Not your product. The whole experience. Every touchpoint. Every handoff. Every place something can go wrong and how you’d know if it did. Most CEOs can describe their product features in their sleep. Ask them this question and the room goes quiet. That silence is the most expensive thing on your balance sheet right now. Historically, companies have treated service as the thing that happens after the product. Service was a cost center. Service was the call center. Service was whoever answered the phone when something broke. The product was the asset, and service was the overhead you tolerated to protect it. That worldview is about to get a lot of CEOs fired. Because in a market where any competitor can ship your features in weeks, the only thing distinguishing you is the entire experience around the product. And almost nobody is designing that experience as a system. ## What Service Design Actually Is Let’s clear something up, because most CEOs have never used the term and the ones who have usually mean something narrower than it actually is. Service design is not customer support. It’s not the help desk. It’s not the satisfaction survey or the NPS score or the friendly tone in the chatbot. Service design is the deliberate, end-to-end choreography of every way a customer engages with your company. It includes the product, yes, but it also includes how they find you, how they sign up, how they get value the first time, what happens when something breaks, how they get help, how they expand, and how they leave. It includes every handoff between every system and every team. It includes the moments you don’t think about because they happen to one customer in a thousand, until that customer is the one writing the LinkedIn post that costs you a deal. Service design treats all of that as a single coherent system that has to be built, governed, and maintained on purpose. Not as the byproduct of whatever your support team and your product team and your billing team happened to ship this quarter. Two real examples from this week make the difference impossible to miss. ## Amazon: When Logistics Knows the Truth and the Service System Ignores It Amazon is a logistics company. That’s the whole game. They know where every package is at every moment. They know when a box is damaged at a facility. They know which truck it’s on. They know when it should have arrived and didn’t. I have a Subscribe and Save order I get every month. A few weeks ago, the box went into limbo at an Amazon warehouse a few miles from my home. Their own tracking showed it sitting there. For five days, I couldn’t talk to a human, couldn’t open a service ticket, couldn’t do anything except watch the dashboard and wait. Amazon’s policy: wait 5–7 days “in case the box shows up.” It wasn’t going to show up. Amazon knew it wasn’t going to show up. Their data was screaming it. Eventually I got the refund. But here’s the part that exposes the design failure: I had to repurchase every item at full list price. The Subscribe and Save discount, the whole reason I’m a recurring customer, didn’t apply to the replacement order. So Amazon’s “fix” punished the loyal customer for a failure inside Amazon’s own warehouse. Amazon has world-class processes for damaged-on-arrival, missing-from-the-box, and wrong-item-shipped. Walk-in returns are everywhere. Refunds are nearly instant. They’ve designed the post-delivery service experience beautifully. But the in-transit-failure experience? It doesn’t exist as a designed service. It exists as a policy. And the policy is “wait.” That’s not service design. That’s the absence of it. The damning part is that Amazon has every piece of data needed to do this well. They could trigger a proactive refund the moment a box stalls past its expected dwell time. They could honor the original pricing automatically. They could send a one-line email that says “we see what happened, we already fixed it.” None of that requires new technology. It requires deciding that this slice of the customer journey is worth designing. They haven’t decided that. Which means somewhere there’s a competitor who will. ## FedEx: When Every Step Was Built by a Different Team I needed to ship a package across the country. I’m a person, not a business. Here’s what the journey actually looked like. I went to the FedEx website to figure out my options. The site assumed I already knew what I wanted. No simple intake. No “tell us the size, weight, and whether you have a box.” I poked around for a while, eventually figured out a price, and drove to the FedEx shipping store. Walking in, I couldn’t tell where to go. The store was organized for people who already knew the system. After some wandering, I found the self-serve area for my type of shipment, found the right box, and packed my item. Then I tried to buy the shipping label at the kiosk. You can’t. The self-serve area doesn’t sell labels. So I bought the label on my phone, on FedEx’s website, while standing in their store. The website gave me a printable PDF. The kiosk told me to scan a QR code to print my label. My order didn’t have a QR code. I ended up in line at the counter. Waited. Asked the staff to print the label. They had no way to receive it from me except by email. I emailed the PDF to a FedEx employee, standing five feet from her, so she could print a label for the package I had already paid to ship. This is FedEx. FedEx. The company whose entire brand is precision logistics. Every single step in that journey was built by a competent team. The website team built the website. The kiosk team built the kiosk. The retail team built the store layout. The label team built the label system. Each one probably hit their internal metrics. None of them designed the customer’s journey across all of those systems, because nobody owns the journey. That’s the failure mode. Service design isn’t missing because the people are bad. It’s missing because the system was never designed as a system. It was assembled from departments. ## Why This Is Suddenly an Existential Issue For most of the last twenty years, you could get away with this. Customers had high switching costs, integration was painful, contracts were long, and your product features were defensible enough to paper over the friction in everything else. That world is gone. When AI can replicate your features, your product is no longer the moat. When budgets are getting harvested for AI, your seat-based revenue is no longer the moat. When customers can swap vendors faster than ever, your contract is no longer the moat. What’s left? The total experience of doing business with you. The way you anticipate failure modes before they reach the customer. The way you make the hard moments feel easy. The way every team across your company shows up as one company instead of seven uncoordinated departments. The thousand small decisions that make a customer think “I trust these people to take care of me” instead of “I’m one bad ticket away from leaving.” That experience is not a feature. It can’t be ripped off in a weekend. It can’t be replicated by an AI agent because it isn’t a single thing, it’s the result of a system that took years of deliberate design to build. And it shows up in every interaction, every renewal conversation, every reference call. That is your moat now. It might be the only one you have left. ## What You Can Actually Do About This This is where most articles wave their hands. I’m going to be specific. The CEO sets the tone for how the business delivers on its mission. Service design starts with you deciding it’s a strategic priority, not a customer support project. Here’s what that looks like in practice. Map the journey honestly. Pick one customer segment. Walk through every touchpoint from first contact to renewal. Don’t let your teams describe what’s supposed to happen, walk through what actually happens. Note every handoff, every system change, every place a customer has to repeat information, every place something can fail silently. Most CEOs are stunned by what this exercise surfaces. The map you build is almost never the journey you thought you had. Find the failure modes nobody owns. In the Amazon story, in-transit limbo had no owner. In the FedEx story, the gap between the kiosk and the counter had no owner. Every company has these. They’re the gaps between team boundaries where customers fall through. Find yours. Assign owners. Make service a designed system, not a department. This is the part most CEOs miss. Service design isn’t something the customer success team does. It’s something the whole company does, coordinated by someone whose job it is to see the system end to end. That role probably doesn’t exist in your org chart. That’s the problem. Govern it like you govern the product. You have a product roadmap. You have a product review cadence. You have metrics that tell you whether the product is healthy. Do you have any of that for the service experience? If service is going to be your moat, it needs the same operating discipline as the product. Same rigor. Same attention from the leadership team. Same clear ownership. Decide what “good” looks like, explicitly. Every team in your company has an opinion about what good service is. Most of those opinions contradict each other, and none of them are written down. When good is implicit, every team optimizes for their own version of it, and the customer experiences the contradictions. When good is explicit, every team can work toward the same outcome without being micromanaged. That’s where speed comes from. Speed through clarity. Every role knows what good looks like. Every team designs toward the same experience. That’s not a customer service initiative. That’s a competitive moat. ## The CEOs Who Move First Win This In a year, the gap between the companies that took this seriously and the ones that didn’t is going to be visible from space. The ones who treated service as overhead are going to find their customers quietly switching to competitors who designed the experience on purpose. The ones who made service a designed system are going to look like they got lucky. They won’t have gotten lucky. They’ll have done the work that AI can’t do for them. Stop investing in features. Start investing in how you deliver. The next decade of B2B winners will be sorted by which CEOs heard that and acted, and which ones kept building products inside companies that couldn’t deliver them properly. If you’re starting to look at your own company through this lens and you’re not sure where to begin, I want to hear from you. I’ve built an intelligent service design methodology specifically for B2B CEOs who need to turn this from an idea into a fully functional operating system. It lives right within your AI, forming and shaping how your team works right when your customers need it the most. → I’m working directly with a small group of leaders right now to shape it. Interested in trying it out? [Send me a message](). Tell me what you’re seeing in your own customer journey. Your competitors are quietly building this moat right now. The question is whether you start before they finish. ![author avatar](https://kathkeating.com/wp-content/uploads/2025/10/Kathy-Keating-2025-square.png) Kathy Keating Technology Advisor, Board Director, and Executive Coach [See Full Bio](https://kathkeating.com/about-kathy-keating-cto/) [ ](https://kathkeating.com/about-kathy-keating-cto/) Technology Leadership Corporate Governance Artificial Intelligence AI Governance and Ethics Cybersecurity Risk Oversight Executive Coaching CTO Coaching Systems Thinking Product and Engineering Alignment SaaS, FinTech, HealthTech, GovTech [ ![social network icon](data:image/svg+xml;base64,PHN2ZyB3aWR0aD0iMTYiIGhlaWdodD0iMTYiIHZpZXdCb3g9IjAgMCAxNiAxNiIgZmlsbD0ibm9uZSIgeG1sbnM9Imh0dHA6Ly93d3cudzMub3JnLzIwMDAvc3ZnIj4KPHBhdGggZD0iTTEyLjIxNzUgMS4yNjkyOUgxNC40NjY1TDkuNTUzMSA2Ljg4NDk1TDE1LjMzMzMgMTQuNTI2NkgxMC44MDc1TDcuMjYyNjUgOS44OTE5OEwzLjIwNjU5IDE0LjUyNjZIMC45NTYyNDdMNi4yMTE1OCA4LjUyMDAyTDAuNjY2NjI2IDEuMjY5MjlINS4zMDczN0w4LjUxMTU2IDUuNTA1NTFMMTIuMjE3NSAxLjI2OTI5Wk0xMS40MjgyIDEzLjE4MDVIMTIuNjc0NEw0LjYzMDIyIDIuNTQ0NzFIMy4yOTI5M0wxMS40MjgyIDEzLjE4MDVaIiBmaWxsPSIjNDM0OTYwIi8+Cjwvc3ZnPgo=) ](https://x.com/kathkeating) [ ![social network icon](data:image/svg+xml;base64,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) ](https://www.linkedin.com/in/kathykeating/) **Categories:** Artificial Intelligence (AI), Strategy, The Execution Gap --- ### [CPTO Roles Catalyze Growth](https://kathkeating.com/cpto-accelerates-growth/) **Published:** August 30, 2023 **Author:** Kathy Keating **Excerpt:** The rise of the CPTO role unites Product and Engineering under one leader. Discover why integrated technology leadership drives alignment, efficiency, and growth. **Content:** We are beginning to see an acknowledgement of the Chief Product & Technology Officer (CPTO) role in the tech industry. Let’s explore why this role is gaining prominence and what it means for our industry. There are 3 main business flows of a technology company that have to be in tight alignment to each other in order to enable growth: - **Customer:** Sales, Support, Marketing - **Technology:** Product, Engineering - **Company:** Finance, People, Operations When we look within each of these flows, we see that each of the sub-components are tightly coupled. - Marketing feeds prospects to Sales, who transitions customers to Support as they onboard. - Product defines the features. Engineering implements them. Product measures the outcomes. - Finance ensures there is sufficient cost controls to maintain sufficient revenue to pay expenses. Expenses include the people. We want people to be happy and inspired. Operations makes sure all these internal processes operate effectively. Within each of these main business flows, the individual areas cannot deliver within harmonious alignment to the other areas within their flow. ### The Perils of Misalignment When the areas within a single business flow diverge, they can’t efficiently and effectively deliver value to the company. They must harmonize their work, share a common mission, and align their objectives. Take the Technology flow, for instance. If Product and Engineering objectives drift apart, neither can maximize value for the company on their own. When these two areas are bifurcated (by each reporting independently to the CEO). This misalignment often burdens the CEO with resolving disputes. However, the CEO often lacks the deep expertise into Product and Engineering. This can lead to biased and uninformed decisions. Product and Engineering must symbiotically work together in order to deliver on the the technology mission of their company ### The Rise of the CPTO The Chief Product & Technology Officer (CPTO) role is gaining traction as CEOs recognize their limitations in mediating Product and Engineering disputes. A CEO’s focus should be on orchestrating alignment across business flows, not micromanaging and resolving disputes across the teams *within* the flow. ### How the CPTO Role Came to Be The rapid growth of the tech industry in the late 1990s/early 2000s evolved the role of Product to not just write requirements within the technology organization, but to also bridge engineering and customers, but also to work closely with design, marketing, sales, and other departments. Before this time, most Engineers were an integral part of the Product definition process, and these roles were often indistinct. With this rise of technology, Product and Engineering roles have become much more distinct. This has resulted in leaders specialized in one area which led to them becoming unfamiliar with the other. A CTO might lack Product expertise and vice versa. We have now gone two decades with these specialized focuses where technology leaders no longer have developed the skills to venture outside their domain. As we try to now realign these areas, we are realizing that many our technology leaders lack the ability to merge these functions effectively without injecting bias and uncertainty. ### The Importance of Unifying Business Flows A flow owner must be impartial, basing decisions on facts, data, and best practices. For instance, a [highly technical CTO might dismiss customer strategic discussions](https://kathkeating.com/cto-executive-coach/ "CTO Executive Coach") as unimportant so they don’t attend or participate. Or a customer-focused CPO might demand all development focuses on new features, this not prioritizing the upgrade of legacy, aging technology which is inhibiting engineering from delivering effectively. An effective CPTO must be able to balance both of these areas to ensure decision made are in the best interest of the company objectives overall, not biased to the background curated by their historical experiences. True technology leaders proficient in both Product and Engineering are rare gems (unicorns). But as the industry evolves, there’s a push for more holistic, experienced leadership: - **Expertise at the Helm**: CEOs are increasingly entrusting experts with overseeing their business flows. The CRO manages the Customer flow, the COO the Company flow, and now the CPTO is emerging for the Technology flow. - **Cross-Training**: With the rise of cross-functional teams, Product and Engineering leaders should collaborate more, even swapping roles temporarily to gain a broader perspective. By the time they get to mid-level leadership, technology leadership need to be widening their skills aperture. - **Unified Objectives**: Company growth hinges on Product and Engineering working in harmony to deliver to company objective. They jointly own the [Software Development Life Cycle (SDLC)](https://ctolevels.notion.site/Anatomy-of-an-Agile-SDLC-04e5a56ec22d465e892ca9af89d8b2df) together and must ensure it’s bias-free and efficient. Contrary to some opinions, a CPTO doesn’t eliminate healthy tension between Product and Engineering. The role ensures that when disagreements arise, an expert arbitrates, rather than a potentially uninformed CEO. ### CPTO Brings Unified Ownership to Drive Business Results The CPTO role is a progressive step for the tech industry. As someone who’s led both Product and Engineering most of my career, I might be biased, but I see the value it brings to unifying the Technology flow. In my [advisory roles](https://kathkeating.com/cto-advisory/ "CTO Advisory"), I often observe that most technology challenges stem from a misalignment between Product and Engineering. Unified, experienced leadership at the top can address these issues at their root. ![author avatar](https://kathkeating.com/wp-content/uploads/2025/10/Kathy-Keating-2025-square.png) Kathy Keating Technology Advisor, Board Director, and Executive Coach [See Full Bio](https://kathkeating.com/about-kathy-keating-cto/) [ ](https://kathkeating.com/about-kathy-keating-cto/) Technology Leadership Corporate Governance Artificial Intelligence AI Governance and Ethics Cybersecurity Risk Oversight Executive Coaching CTO Coaching Systems Thinking Product and Engineering Alignment SaaS, FinTech, HealthTech, GovTech [ ![social network icon](data:image/svg+xml;base64,PHN2ZyB3aWR0aD0iMTYiIGhlaWdodD0iMTYiIHZpZXdCb3g9IjAgMCAxNiAxNiIgZmlsbD0ibm9uZSIgeG1sbnM9Imh0dHA6Ly93d3cudzMub3JnLzIwMDAvc3ZnIj4KPHBhdGggZD0iTTEyLjIxNzUgMS4yNjkyOUgxNC40NjY1TDkuNTUzMSA2Ljg4NDk1TDE1LjMzMzMgMTQuNTI2NkgxMC44MDc1TDcuMjYyNjUgOS44OTE5OEwzLjIwNjU5IDE0LjUyNjZIMC45NTYyNDdMNi4yMTE1OCA4LjUyMDAyTDAuNjY2NjI2IDEuMjY5MjlINS4zMDczN0w4LjUxMTU2IDUuNTA1NTFMMTIuMjE3NSAxLjI2OTI5Wk0xMS40MjgyIDEzLjE4MDVIMTIuNjc0NEw0LjYzMDIyIDIuNTQ0NzFIMy4yOTI5M0wxMS40MjgyIDEzLjE4MDVaIiBmaWxsPSIjNDM0OTYwIi8+Cjwvc3ZnPgo=) ](https://x.com/kathkeating) [ ![social network icon](data:image/svg+xml;base64,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) ](https://www.linkedin.com/in/kathykeating/) **Categories:** Leadership, Operations **Tags:** change, cpto, find startup cto, SDLC --- ### [Get your OKRs out of my GEMs](https://kathkeating.com/get-your-okrs-out-of-my-gems/) **Published:** November 14, 2021 **Author:** Kathy Keating **Excerpt:** Discover the GEMs framework focused on Goals, Experiments, and Measures. A simpler, more effective alternative to OKRs and SMART goals for driving real results. **Content:** If you’re like most of the people in business I talk to, you hate OKRs and SMART goals. Objectives set by senior leadership are vague, no one knows who is measuring the key results, and the path to “get from the objective to the key result” is, well, non-existent. (Hint: This is why I created the GEMs framework). Leaders and individual contributors I coach often say: *What the heck is this OKR thing? Why am I doing it? Why is it so confusing and hard? What am I not smart enough to write SMART goals? Why can’t I just focus on the tasks you asked me to do? What do you mean my bonus and performance is tied to this?* Many mid-level managers are asked to “cascade” the OKRs to their teams (this never ends well) and some companies actually give people personal OKRs. OKRs and SMART goals often leave everyone floundering and frustrated. ![Goal, Experiments, Measures](https://kathkeating.com/wp-content/uploads/2021/11/GEMs-300x205.png) Navigating OKRs is difficult and *it doesn’t have to be this way*. OKRs are confusing because they are missing the most important ingredient – the action plan! For the last several years I’ve dismissed the idea of OKRs and followed a different path. I call it GEMs which stands for *Goal → Experiments → Measures*. GEMs are clear and simple. If your company wants to hang onto the confusing OKR framework at the leadership level, go ahead and let them. I’ll explain how we can simply crosswalk our company’s existing OKRs into the GEMs framework. We can also use the GEMs framework to crosswalk over to SMART goals. Let’s walk through how GEMs work. ### **GEMs: the simpler way to set a goal** As a company leader, our job is to set a clear direction for the company that will align everyone toward the successful outcomes we want for the company. Setting goals is important. Delivering on those goals is even more important. One of the failures of SMART goals and OKRs, is that the explanation of both of these frameworks wraps people up in trying to “set the goal” and figure out “how to measure” it all at the same time. For the moment, let’s just throw out the measures and simply think about the goal. This is your opportunity to dream big! So what are your goals? Investors like to see us increase revenue or expand our customer base. Employees want to know that the customers are happy with the service they are receiving. For government or healthcare, many of the services we provide are critical services that could lead to life or death if they aren’t accessible and deliver on the outcomes they promise. For personal goals, we might simply want to get more sleep, or lose some weight so that we feel healthier. Or maybe we want to run a marathon, or climb some mountains. **Close our eyes, take a deep breath, and envision the future.** This picture of the future is what our goals are meant to represent. Our goals paint the picture of the world that we hope to live in when we get there. We want our goals to be *directional* and *inspirational*. Here are some examples of great goals: - We increase the adoption of our product by enterprise customers - We increase revenue by premium customers - I get more sleep so that I feel refreshed for the day - I eat more healthy so that I can lose weight ### **what are some ideas for how to get there?** By this point in this article you’re probably stressing about how these goals aren’t “measurable”. **Suspend disbelief for a few minutes and trust me** — we will get to that later. First let’s think about several ways you might be able to do in order to get closer to your goal. Don’t hold back or constrain yourself — simply put all the ideas on the list. Here are some examples: --- **GOAL:** Increase adoption of our product by enterprise customers **IDEAS:** get SOC2 certification; add Single Sign-On; create administrative roles; add volume discounts to our pricing model; add customer managed keys to the database; add enterprise account representatives; create a premium support offering --- **GOAL:** Eat more healthy so that I can lose weight **IDEAS:** eat a healthy salad every day; eat an apple a day; eat fish once a week; eat an avocado twice a week; switch to organic fruits and veggies; restrict my eating window to only 8 hours a day --- When our ideas are unfettered by how we plan to measure a goal, we end up getting way more creative. Some of our ideas are easy, and others are audacious or complex. ### **bring a bit of order to the chaos** Once you have a bunch of ideas, sort them into an order that feels comfortable and most “doable” to you. Most people place ideas into the order that they *subjectively believe* will have the most immediate impact on the goal. Other people place ideas into the order that is *easiest to implement* first. Sort them however feels right to you and your team. While you’re sorting, remind yourself that these are all just ideas. While we might have strong opinions about which ideas will actually work, we want to remind ourselves that these are just opinions. Many people, during this sorting exercise, will have strong opinions! Some will argue how confident they are that idea number 5 will obviously get us to goal. Confidence is great, and it can lead us in helpful directions, but I still have not met a single person that could accurately predict the future. Since we cannot accurately predict the future, all these ideas are **simply experiments**. Some of these ideas will get us toward our goal, and others will not. Defining experiments is the only use that I’ve found for my college physics class so its great that I get an opportunity to put it into practice. ### **how will you know you were successful?** Take a look at all the experiments on your list, and now look back at your goal. For each experiment, once it’s well underway, **how will you know the experiment successfully moved you toward the goal**? Jot down some ideas for how you’ll know you were successful. We want the measures we write to be *measurable* and *time-bound.* Lets look at some examples: --- **GOAL:** We increase the adoption of our product by enterprise customers **EXPERIMENTS (IDEAS):** get SOC2 certification; add Single Sign-On; create administrative roles; add volume discounts to our pricing model; add customer managed keys to the database; add enterprise account representatives; create a premium support offering **MEASURES:** two new enterprise customers sign up for our product every quarter; NPS for enterprise customers is greater than 30 within 90 days of onboarding --- **GOAL:** I eat more healthy so that I can lose weight **EXPERIMENTS (IDEAS):** eat a healthy salad every day; eat an apple a day; eat fish once a week; eat an avocado twice a week; switch to organic fruits and veggies; restrict my eating window to only 8 hours a day **MEASURES:** I drop 5 pounds every 45 days; I drop one pant size every two months --- Let’s look at these measures a bit more deeply for a second. - They are all easily measured. - They don’t utilize a calendar date by which the measure has to be achieved. Instead they are time-bound to a recurring schedule. In other words, if we implement the experiment, and it’s a success, we are going to keep measuring to ensure we sustain that success. **This is called building a habit.** ### All about fast, effective flow What’s great about Experiments is that you can keep adding to the list or you can remove Experiments that aren’t moving the measure. Our goal here is fast, effective flow that drives to positive outcomes. If one of your early experiments doesn’t move the measure far enough or fast enough, your team can simply add another experiment to the list. Make your experiments small enough to be implemented relatively quickly. Get them out into the hands of users so that you can get feedback quickly. If one of the experiments isn’t driving the measure forward, then don’t keep doing it. Companies like Google deprecate features all the time that aren’t working. This shouldn’t be something that we’re afraid of. Our goal is to drive outcomes, so if something isn’t working, simply try something else. *This is what being agile is all about.* So treat this as a living process where you’re refining the process with each experiment. You want your team to be actively involved. Also, make sure you build some automation to make capturing the measures really easy. ### **OKRs and SMART goals get it wrong** Pay close attention to the fact that none of the measures in these examples involve “completing a task”. The completion of the task is actually the *experiment*. The only way to know an experiment was successful or not is to measure the outcomes. This is a failure point I see too often in leaders, and it is exactly where both OKRs and SMART goals break down. **Neither framework gives us a path to how to *implement* these goals**. GEMs does. GEMs put the experiments into the forefront. These experiments clearly define our path to get from A (where we are today) to B (where we want to be in the future). Creating a clear path, from A to B, is the most important part of any healthy growth process — both for a company and for a person. ### **always keep score** Many OKRs and SMART goals sit on the shelf gathering dust because there is no clear implementation path defined. Let’s kick OKRs to the curb and instead install GEMs which makes it easy to keep score. With GEMs, it’s easy to put a scorecard in place for every goal. The scorecard can be actively managed in your weekly team meetings, or every weekend when you prepare your meals for the week. Here is what a scorecard typically looks like. We’ve listed the goal, the experiments and the measures. We’ve also used a simple red, yellow, green rating system for keeping track of the measures. And we indicate when the goal is reached. ![](https://lh4.googleusercontent.com/tPxmpePKsSuBr8HdezZciyj2caMY-hw7IzvVCECr6U9lLggOwvjWuklQhN9H5f6Chun7Bal3Jh_5cKH-C5oRX7TQxyGhgUYpbAg0Xk7aRLcIjxgeT9bm4Qdy0xjsaJH4HrjAzoi8)### Crosswalk to OKRs and SMART goals It’s the easiest thing to remember that **GEM stands for Goal → Experiments → Measures**. Hopefully this exercise has given you more tools to do goal setting effectively and simply. I know, *change is hard*. Your senior leadership is unlikely to let go of OKRs or SMART goals. You don’t need to fight them on it. If GEMs works for you, there’s an easy way to crosswalk GEMs back to both of these frameworks. If your company is using the OKR framework: - The Goal (G) is your Objective (O) - The Measures (M) are your Key Results (KR) In the SMART goals framework simply combine your Goal and your Measures into a single statement. Here are a couple of examples: - Increase the adoption of our product by enterprise customers *by* onboarding two new enterprise customers every quarter *and* by retaining an NPS of greater than 30 within 90 days of onboarding - Lose weight by I eating healthier *so that I* drop 5 pounds every 45 days *and* drop one pant size every two months ### you can do it! I created GEMs when I founded my second company, and I’ve been using GEMs now for several years with great success. I use the GEMs framework in all my [CTO Advisory services](https://kathkeating.com/cto-advisory/ "CTO Advisory"). I’ve applied it in several ways depending on the mood of the company I was working with: - Sometimes I’ve successfully encouraged leadership to adopt GEMs. - Other times I’ve applied the thin veneer of OKRs terminology over my GEMs scorecards to pretend we were doing OKRs - Some people are afraid of the word “experiment”, so occasionally I’ll refer to them as Actions (but GAM is not a great acronym, so don’t go there). If your leadership isn’t on board, then let scorecards and experiments be your little secret. Someday your leaders will say “*wow, we are so effective at reaching our objectives this year*!”, to which you can respond, “*well, I’ve got this GEM of a process you might want to check out*”. *Photo by [Ian Schneider](https://unsplash.com/@goian?utm_source=unsplash&utm_medium=referral&utm_content=creditCopyText) on [Unsplash](https://unsplash.com/s/photos/target-woman?utm_source=unsplash&utm_medium=referral&utm_content=creditCopyText)* ![author avatar](https://kathkeating.com/wp-content/uploads/2025/10/Kathy-Keating-2025-square.png) Kathy Keating Technology Advisor, Board Director, and Executive Coach [See Full Bio](https://kathkeating.com/about-kathy-keating-cto/) [ ](https://kathkeating.com/about-kathy-keating-cto/) Technology Leadership Corporate Governance Artificial Intelligence AI Governance and Ethics Cybersecurity Risk Oversight Executive Coaching CTO Coaching Systems Thinking Product and Engineering Alignment SaaS, FinTech, HealthTech, GovTech [ ![social network icon](data:image/svg+xml;base64,PHN2ZyB3aWR0aD0iMTYiIGhlaWdodD0iMTYiIHZpZXdCb3g9IjAgMCAxNiAxNiIgZmlsbD0ibm9uZSIgeG1sbnM9Imh0dHA6Ly93d3cudzMub3JnLzIwMDAvc3ZnIj4KPHBhdGggZD0iTTEyLjIxNzUgMS4yNjkyOUgxNC40NjY1TDkuNTUzMSA2Ljg4NDk1TDE1LjMzMzMgMTQuNTI2NkgxMC44MDc1TDcuMjYyNjUgOS44OTE5OEwzLjIwNjU5IDE0LjUyNjZIMC45NTYyNDdMNi4yMTE1OCA4LjUyMDAyTDAuNjY2NjI2IDEuMjY5MjlINS4zMDczN0w4LjUxMTU2IDUuNTA1NTFMMTIuMjE3NSAxLjI2OTI5Wk0xMS40MjgyIDEzLjE4MDVIMTIuNjc0NEw0LjYzMDIyIDIuNTQ0NzFIMy4yOTI5M0wxMS40MjgyIDEzLjE4MDVaIiBmaWxsPSIjNDM0OTYwIi8+Cjwvc3ZnPgo=) ](https://x.com/kathkeating) [ ![social network icon](data:image/svg+xml;base64,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) ](https://www.linkedin.com/in/kathykeating/) **Categories:** Strategy **Tags:** Experiments, GEMs, Goals, Metrics, OKRs, SMART --- ### [Give First: How a Simple Idea Changed My Career (and My Soul)](https://kathkeating.com/give-first-changed-my-career-and-soul/) **Published:** June 26, 2025 **Author:** Kathy Keating **Excerpt:** How embracing the Give First philosophy transformed my career and leadership. Lessons in generosity, mentorship, and trust from Techstars, Brad Feld, and beyond. **Content:** In 2011, I sent Brad Feld an email. It was in response to something personal and vulnerable he had posted, and a message I deeply resonated with. At the time, I was a founder, a little lost, and craving connection. I didn’t expect him to reply. He’s *Brad Feld*, after all. But he did. Not with a quick note or a brush-off, but with a kind, heartfelt response that left me stunned. I felt seen. I felt cared for. I felt like I mattered. That moment stayed with me. I didn’t know it then, but I had just experienced [*Give First*](https://feld.com/book/give-first-the-power-of-mentorship/) in its purest form: someone offering their time and energy with no expectation of return. Just to help. Just to connect. Years later, in 2017, I found myself as a CTO founder going through the [Techstars](https://www.techstars.com/) Boulder program. That’s when *Give First* became more than a memory; it became a practice. It gave a name to something I had already been doing for years through my volunteer work with Go Code Colorado, mentoring startup teams and coaching other technology leaders, often without even realizing that I was operating from this same principle. *Give First means being willing to help someone without the expectation of getting something back. It’s not altruism. It’s not transactional. It’s trust.* #### Becoming a Giver (Even When I Had Little to Give) My path to becoming a mentor was non-linear. Early in my career, I had the good fortune of being surrounded by technology leaders who saw potential in me. Their belief encouraged me to reach higher. But over time, the landscape changed. I found myself in rooms filled with transactional leaders (those who wielded power at the expense of others). The kind of people whose leadership became examples of what *not* to be. I’ve had more of those experiences than I care to count. And strangely, they make me a better mentor. They remind me what it feels like to walk into uncertainty and find no one there to guide you. They gave me the fuel to become the kind of supporter I wish I had during the hardest parts of my own journey. When I launched my first company in 2007, a software consultancy, I had to step out of my comfort zone in every way. I’m a deep introvert by nature, but I had to force myself to show up if I was going to sell our services and deliver successful outcomes for our clients. I knew I needed to get comfortable with this, so I volunteered. I mentored. I engaged. Over and over again to build this skill. And in doing so, I discovered my own self more fully. #### What Giving Has Given Me People often think of mentoring as a gift you give to others. But let me be clear: *I* am the one who’s benefited most. Giving first has sharpened my thinking. It’s exposed me to challenges I might never have encountered on my own. It’s helped me codify what I know—eventually becoming the foundation of the [CTO Levels framework](https://www.ctolevels.com/) and my forthcoming book, *[Liquid](https://ctosentinel.com/liquid/)*. And it’s made me unafraid. There’s almost no situation that rattles me anymore. I’ve seen it all. And I’ve seen it *because* I keep showing up to help others solve their hardest problems. But the greatest reward by far is the trust. When a mentee opens up to you, lets you into their uncertainty, and invites you to walk beside them for a while—that’s sacred. That kind of trust fills me up in a way no business success ever could. #### Letting Go of the Return ![Give First - Brad Feld](https://kathkeating.com/wp-content/uploads/2025/06/GiveFirst-BradFeld.jpg "GiveFirst-BradFeld › Kathy Keating")The most powerful shift in my understanding of *Give First* came when I finally internalized the idea of **expecting nothing in return**. Brad writes about this beautifully in the *[Give First](https://feld.com/book/give-first-the-power-of-mentorship/)* book. It sounds simple, but it’s not. We all want to believe we’re being generous. But if we’re secretly tallying outcomes or waiting for recognition, we’ve turned generosity into a transaction. Letting go of expectations doesn’t mean you won’t receive anything. Quite the opposite. The returns will come. Just not in the form, time, or direction you expect. When I stopped needing a specific outcome from each act of giving, I started noticing the astonishing, unpredictable ways the universe shows up to return the favor. I’ve learned to trust the rhythm of reciprocity. I give what I can, to the people and causes where I know I can make a difference. And I trust that what comes back will be reshaped by time, guided by purpose, and aligned with needs I hadn’t even discovered yet. #### Full Circle Give First Giving first isn’t something I plan anymore; it’s become a natural rhythm for how I show up. Since 2017, I’ve mentored at least one Techstars company every year (often more). I’ve made it a personal mission to bring more CTOs into the mentorship pool, so future founders have access to support I didn’t have in my program. I offer an early stage founder discount on my [CTO Executive Coaching services](https://kathkeating.com/cto-executive-coach/ "CTO Executive Coach") and I run a low-cost [group coaching program for startup CTOs](https://kathkeating.com/cto-executive-coach/ "CTO Executive Coach"). I speak regularly at conferences to CTOs and CEOs alike. I consistently play matchmaker between CEOs and CTOs to help their businesses thrive. I coach and advise CTOs so they don’t have to make it all up as they go. I will never forget the moment after I spoke at Techstars FounderCon in 2023 when a couple came up to me after my talk, both in tears, telling me that my talk saved their marriage, because it gave them a language to be both CEO/CTO together AND partners in life. Then moments later Techstars surprised me with their #GiveFirst award. This is what it means to *Give First*. The absolute, unexpected gifts this synchronicity manifests down the line when we least expect it. And I learned it from the people who opened my eyes to what is possible. Brad and Techstars among them. #### A Thank You, and an Invitation Brad has given so much to the startup ecosystem through Techstars, his work as a VC, through his blog, through his writing, and through his presence. His new book, [*Give First*](https://feld.com/book/give-first-the-power-of-mentorship/), is not just a chronicle of that work. It’s a blueprint for how to build a world where generosity, authenticity, and trust lead the way. If you’re someone who’s been walking the line between generosity and self-protection, or if you’ve felt burned by giving too much to the wrong people—this book is for you. If you’re someone who *wants* to give more but doesn’t know how to start—this book is for you too. And if you’re already living this way—*thank you*. You’re part of what’s keeping this ecosystem human. So please [buy the Give First book](https://feld.com/book/give-first-the-power-of-mentorship/). Read it. Reflect on it. Share it. And then find one way, this week, to *Give First*. You won’t regret it. I never have. ![author avatar](https://kathkeating.com/wp-content/uploads/2025/10/Kathy-Keating-2025-square.png) Kathy Keating Technology Advisor, Board Director, and Executive Coach [See Full Bio](https://kathkeating.com/about-kathy-keating-cto/) [ ](https://kathkeating.com/about-kathy-keating-cto/) Technology Leadership Corporate Governance Artificial Intelligence AI Governance and Ethics Cybersecurity Risk Oversight Executive Coaching CTO Coaching Systems Thinking Product and Engineering Alignment SaaS, FinTech, HealthTech, GovTech [ ![social network icon](data:image/svg+xml;base64,PHN2ZyB3aWR0aD0iMTYiIGhlaWdodD0iMTYiIHZpZXdCb3g9IjAgMCAxNiAxNiIgZmlsbD0ibm9uZSIgeG1sbnM9Imh0dHA6Ly93d3cudzMub3JnLzIwMDAvc3ZnIj4KPHBhdGggZD0iTTEyLjIxNzUgMS4yNjkyOUgxNC40NjY1TDkuNTUzMSA2Ljg4NDk1TDE1LjMzMzMgMTQuNTI2NkgxMC44MDc1TDcuMjYyNjUgOS44OTE5OEwzLjIwNjU5IDE0LjUyNjZIMC45NTYyNDdMNi4yMTE1OCA4LjUyMDAyTDAuNjY2NjI2IDEuMjY5MjlINS4zMDczN0w4LjUxMTU2IDUuNTA1NTFMMTIuMjE3NSAxLjI2OTI5Wk0xMS40MjgyIDEzLjE4MDVIMTIuNjc0NEw0LjYzMDIyIDIuNTQ0NzFIMy4yOTI5M0wxMS40MjgyIDEzLjE4MDVaIiBmaWxsPSIjNDM0OTYwIi8+Cjwvc3ZnPgo=) ](https://x.com/kathkeating) [ ![social network icon](data:image/svg+xml;base64,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) ](https://www.linkedin.com/in/kathykeating/) **Categories:** Leadership, Lifestyle --- ### [High-Value Proof of Concepts Turn Assumptions Into Impact](https://kathkeating.com/high-impact-proof-of-concepts/) **Published:** August 14, 2025 **Author:** Kathy Keating **Excerpt:** Bold goals don’t fail because of lack of effort. They fail because assumptions go untested. Well-structured Proof of Concepts (PoCs) bridges that gap, turning uncertainty into clarity. Using a simple framework, you can design PoCs that validate the riskiest assumptions quickly, reduce wasted effort, and build the confidence your stakeholders need to move forward. **Content:** A few months ago, I was coaching a CTO named Alex. Alex had been tasked with an ambitious goal: *“Increase adoption of our new analytics platform.”* The board wanted results, the CEO wanted urgency, and Alex’s team wanted clarity. Alex had no proof of concepts to provide direction. The pressure was intense. When Alex and I sat down, the conversation started the way it often does: *“We think customers want deeper dashboards, so we’re going to add a new reporting module.”* I asked a simple question: *“How do you know that’s the reason adoption is slow?”* Alex paused. The truth was, he didn’t know. He had jumped straight from **goal → solution** without surfacing the assumptions in between. If he was wrong, the company would spend months of engineering time building a feature that might not matter. Together, we reframed the challenge: - **Goal:** Increase adoption. - **Hypothesis 1:** Customers aren’t engaging because the onboarding flow is confusing. - **Hypothesis 2:** Customers don’t see value in the first 30 days. - **Hypothesis 3:** The reporting features don’t match what customers expect. Instead of building the full reporting module, Alex’s team ran a quick Proof of Concept: a clickable mockup of an onboarding revamp, tested with 10 customers. The results were clear: when onboarding was simplified, adoption would spike. The insight saved the team months of work, focused them on the right problem. This gave Alex a very persuasive success story for the CEO and Board. ✅ Results achieved ✅ Urgency matched ✅ Clarity found That’s the power of a **structured PoC.** ## Why Proof of Concepts Matter A PoC isn’t a mini product or a prototype. It’s not about creating something polished or ready for customers. Instead, it’s about **proving or disproving a single, focused hypothesis** as quickly and cheaply as possible. Done well, a PoC: - **Accelerates learning** by giving us evidence, not opinions. - **Reduces risk** before we over-invest in the wrong solution. - **Builds confidence** with stakeholders by making abstract ideas tangible. - **Creates decision points** where we can move forward, pivot, or stop. Done poorly, a PoC consumes weeks of engineering time, produces unclear results, or morphs into a half-built product no one asked for. The difference isn’t luck; it’s structure. ## Structuring a High-Value PoC When you structure a PoC, think of it as an **experiment**, not a project. That means asking: 1. **What’s the single hypothesis we’re testing?** If you’re testing more than one, you’re setting yourself up for muddled results. 2. **How will we know if it worked?** Define success metrics up front. Otherwise, you’ll spend weeks debating what the results “mean.” 3. **What’s the smallest test we can run?** The power of a PoC is in its speed. Scope it down until it feels almost too small—then you’re close. 4. **How will we share the results?** The PoC only creates value if others can understand it. Plan how you’ll communicate the outcome before you start. 5. **When will we stop?** PoCs without end points become zombie projects. Define your decision trigger: what outcome will tell you to move forward, pivot, or stop entirely? Together, these steps form the backbone of the HALTS framework we teach in the [CTO Levels](https://www.ctolevels.com/) curriculum offered in the [7CTOs Growth group coaching program](https://kathkeating.com/cto-executive-coach/ "CTO Executive Coach") I run: - **Hypothesis** - **Assess Success** - **Limit Scope** - **Tell the Story** - **Stop at the Decision Point** ## The Leadership Layer But structuring a PoC isn’t just a technical discipline; it’s a leadership one. When you design PoCs well, you’re not just proving feasibility; you’re shaping how your organization approaches uncertainty. - You show that it’s okay to test ideas before betting big. - You build a culture where learning is valued as much as delivery. - You reduce the energy required for others to imagine the future, because you’ve made it visible. That’s why, in the CTO Levels framework, the **[Concepts block](https://ctolevels.notion.site/Concepts-cac8d47301ad423b928f6f3f14da6abf) sits at Level 0.** It’s foundational. Without the ability to structure and communicate PoCs effectively, everything else (prototypes, MVPs, scaling) rests on shakier ground. ## From Idea to Impact The next time you’re handed a bold goal, resist the urge to jump straight into building. Instead, pause and ask: - What’s the hypothesis here? - How do we prove or disprove it quickly? - And how will we make the outcome visible to others? That’s the difference between an idea that lingers in uncertainty and an idea that creates impact. Because the true power of a PoC isn’t in what you build; it’s in the clarity you create. ![author avatar](https://kathkeating.com/wp-content/uploads/2025/10/Kathy-Keating-2025-square.png) Kathy Keating Technology Advisor, Board Director, and Executive Coach [See Full Bio](https://kathkeating.com/about-kathy-keating-cto/) [ ](https://kathkeating.com/about-kathy-keating-cto/) Technology Leadership Corporate Governance Artificial Intelligence AI Governance and Ethics Cybersecurity Risk Oversight Executive Coaching CTO Coaching Systems Thinking Product and Engineering Alignment SaaS, FinTech, HealthTech, GovTech [ ![social network icon](data:image/svg+xml;base64,PHN2ZyB3aWR0aD0iMTYiIGhlaWdodD0iMTYiIHZpZXdCb3g9IjAgMCAxNiAxNiIgZmlsbD0ibm9uZSIgeG1sbnM9Imh0dHA6Ly93d3cudzMub3JnLzIwMDAvc3ZnIj4KPHBhdGggZD0iTTEyLjIxNzUgMS4yNjkyOUgxNC40NjY1TDkuNTUzMSA2Ljg4NDk1TDE1LjMzMzMgMTQuNTI2NkgxMC44MDc1TDcuMjYyNjUgOS44OTE5OEwzLjIwNjU5IDE0LjUyNjZIMC45NTYyNDdMNi4yMTE1OCA4LjUyMDAyTDAuNjY2NjI2IDEuMjY5MjlINS4zMDczN0w4LjUxMTU2IDUuNTA1NTFMMTIuMjE3NSAxLjI2OTI5Wk0xMS40MjgyIDEzLjE4MDVIMTIuNjc0NEw0LjYzMDIyIDIuNTQ0NzFIMy4yOTI5M0wxMS40MjgyIDEzLjE4MDVaIiBmaWxsPSIjNDM0OTYwIi8+Cjwvc3ZnPgo=) ](https://x.com/kathkeating) [ ![social network icon](data:image/svg+xml;base64,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) ](https://www.linkedin.com/in/kathykeating/) **Categories:** CTO Playbooks --- ### [Turning Experiments into Alignment](https://kathkeating.com/turning-experiments-into-alignment/) **Published:** August 28, 2025 **Author:** Kathy Keating **Excerpt:** A Proof of Concept doesn’t create impact on its own. It creates impact when others believe in it. Without stakeholder buy-in, even the best experiment risks being dismissed as tech tinkering. The key is to frame early experiments as business stories anchored in goals, assumptions, solutions, and evidence. **Content:** **Every CTO knows the value of experimentation but do the rest of the executive suite?** Proof of Concepts (PoCs), prototypes, and small tests are how we validate assumptions, reduce risk, and learn quickly. The more we learn in an early experiment, the more we de-risk the path to production quality products. But here’s the hard truth: the value of an experiment isn’t only in the learning; it’s in how well you can *sell* it. If stakeholders don’t understand the hypothesis you’re testing, the experiment you’re running, or the evidence you’ve gathered, your PoC will be dismissed as “tech tinkering” and resentment will grow that you’re not focusing on features for production. That’s where many experiments lose momentum: not because they failed technically, but because they failed to persuade. ## Why Buy-In Matters Early experiments are fragile. They’re lightweight by design, which also means they can be misunderstood or ignored. Without buy-in: - Teams may not get the time or resources to run them. - Executives may resist acting on the results. - Stakeholders may continue to push for certainty when what’s needed is learning. The challenge is clear: **a PoC must be communicated as a business story, not just a technical result.** ## The CASE Framework for Selling Experiments A simple way to translate an early experiment into a compelling narrative is to use the CASE framework: 1. **Context:** Start with the business goal. Why does this matter right now? Anchor the conversation in outcomes leadership already cares about. 2. **Assumption:** Name the hypothesis you’re testing. What are we uncertain about, and why is it risky to leave it untested? 3. **Solution:** Describe the experiment itself in plain language. What’s the simplest test we’re running to learn more? 4. **Evidence:** Show how you’ll measure results and what decision the outcome will inform. What’s the next step if it succeeds, or if it fails? This structure keeps the focus where it belongs: on the business problem, the uncertainty, and the decision point (not the technical details of the test). ## Common Barriers to Buy-In Even with a clear framework, you may encounter resistance. Some of the most common challenges include: - **Executives want certainty, not experiments.** Frame experiments as *de-risking* rather than guessing. - **Technical jargon creates confusion.** Use simple analogies and business terms instead of architecture diagrams. - **Results aren’t clear-cut.** Define success metrics and decision triggers *before* you start to avoid post-experiment debates. Overcoming these barriers is part of the leadership role. It’s about creating alignment and trust, not just code. ## From Experiments to Alignment Selling the concept doesn’t mean spinning results or overselling potential. It means telling a clear, concise story about why the experiment matters, what we’ll learn, and how it shapes the path forward. When CTOs master this skill, early experiments stop being seen as distractions and start being seen as accelerators. They become tools to build confidence across the organization, turning small tests into big shifts in direction and investment. Because the truth is, the impact of a PoC isn’t only in what you test; it’s in how well you help others believe in the learning it creates. *If you are an early stage CTO with teams up to 20, and would like to have conversations about topics like this consider joining the [7CTOs Growth group coaching program](https://7ctos.com/membership/) where we talk about playbooks and frameworks like this every month!* ![author avatar](https://kathkeating.com/wp-content/uploads/2025/10/Kathy-Keating-2025-square.png) Kathy Keating Technology Advisor, Board Director, and Executive Coach [See Full Bio](https://kathkeating.com/about-kathy-keating-cto/) [ ](https://kathkeating.com/about-kathy-keating-cto/) Technology Leadership Corporate Governance Artificial Intelligence AI Governance and Ethics Cybersecurity Risk Oversight Executive Coaching CTO Coaching Systems Thinking Product and Engineering Alignment SaaS, FinTech, HealthTech, GovTech [ ![social network icon](data:image/svg+xml;base64,PHN2ZyB3aWR0aD0iMTYiIGhlaWdodD0iMTYiIHZpZXdCb3g9IjAgMCAxNiAxNiIgZmlsbD0ibm9uZSIgeG1sbnM9Imh0dHA6Ly93d3cudzMub3JnLzIwMDAvc3ZnIj4KPHBhdGggZD0iTTEyLjIxNzUgMS4yNjkyOUgxNC40NjY1TDkuNTUzMSA2Ljg4NDk1TDE1LjMzMzMgMTQuNTI2NkgxMC44MDc1TDcuMjYyNjUgOS44OTE5OEwzLjIwNjU5IDE0LjUyNjZIMC45NTYyNDdMNi4yMTE1OCA4LjUyMDAyTDAuNjY2NjI2IDEuMjY5MjlINS4zMDczN0w4LjUxMTU2IDUuNTA1NTFMMTIuMjE3NSAxLjI2OTI5Wk0xMS40MjgyIDEzLjE4MDVIMTIuNjc0NEw0LjYzMDIyIDIuNTQ0NzFIMy4yOTI5M0wxMS40MjgyIDEzLjE4MDVaIiBmaWxsPSIjNDM0OTYwIi8+Cjwvc3ZnPgo=) ](https://x.com/kathkeating) [ ![social network icon](data:image/svg+xml;base64,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) ](https://www.linkedin.com/in/kathykeating/) **Categories:** CTO Playbooks --- ### [The Power of Growth is in Giving First](https://kathkeating.com/give-first-personal-growth/) **Published:** May 18, 2023 **Author:** Kathy Keating **Excerpt:** One Thursday in 2014, as I aimlessly scrolled through my Facebook feed, a post caught my attention. It was a plea for technical mentors to gather in Boulder, CO over the upcoming weekend. Little did I know that stumbling upon this one post would become a turning point in my career, setting me on a path of personal growth and building a deep network of mutually supporting relationships. **Content:** One Thursday in 2014, as I aimlessly scrolled through my Facebook feed, a post caught my attention. It was a plea for technical mentors to gather in Boulder, CO over the upcoming weekend. They needed help guiding teams participating in a data-focused hackathon-style competition organized by the Colorado Secretary of State’s office. Little did I know that stumbling upon this one post would become a turning point in my career, setting me on a path of personal growth and building a deep network of mutually supporting relationships. As I read the request, a multitude of excuses flooded my mind. I pondered over the lack of time to plan, the possibility of other commitments arising that weekend, and my own doubts about what value I could bring as a mentor. Despite having successfully founded a company in the past, I questioned the extent of my knowledge and hesitated due to my introverted nature. However, deep down, I recognized that if I wanted to continue advancing as a technology leader, I needed to forge stronger connections. In Massachusetts, I had easily risen to the role of VP Engineering, but upon moving to Colorado in 2005, my career growth had stagnated. VP and CTO positions seemed out of reach, concealed behind closed networks. I was an outsider. Having spent a significant portion of my life freely giving back my time and knowledge, I understood the value of volunteering. It benefits others and it also provides an opportunity for personal learning and growth. So, with a surge of determination, I clicked the button on the post and signed up to become a mentor. Arriving at the event on that fateful day, I discovered that I was one of the few mentors present at the Boulder location, and it was the inaugural year of the competition. Just like any fledging startup, we were making it up as we went along! Without wasting a moment, I immersed myself in the teams’ challenges, lending an ear and offering guidance wherever possible. Together, we fleshed out ideas, defined minimum viable products (MVPs), and crafted compelling pitch decks. By the end of the event, I felt exhausted yet accomplished. I came to realize that my knowledge held immense value for the participants. Throughout the competition, I honed several remarkable skills: swiftly comprehending business challenges and generating potential solutions, effectively articulating solutions and pitching them for investment, and encouraging others to overcome their fears and embrace possibilities. In the second year of the event, I was entrusted with the volunteer role of Mentor Liaison, responsible for recruiting and training mentors. Over the following years, I served in this capacity, gradually gaining confidence and honing my leadership abilities. Simultaneously, my network expanded, growing both wide and deep. I have also had the privilege of judging the competition’s finale twice during the event’s ten-year span. To this day, I encounter participants, mentors, and staff from those events within the vibrant Colorado tech ecosystem. Many of them have founded companies and experienced remarkable career growth. They apply much of what they learned as participants in their daily work. The relationships we forged remain strong, with numerous individuals continuing to turn to me for advice during challenging business moments. Several outstanding participants from those yearly events joined my Product Engineering teams as employees. Through one of these events in 2016, I even met a co-founder for my second company, Apostrophe, while we both served as pitch coaches. A three-time competition winner became our Lead Developer. Eventually, our startup went through the Techstars Boulder accelerator, introducing me to an entirely new network and global community where I continue to actively contribute. I remain humbled by the willingness of all these individuals to embrace my coaching and guidance. The continuous invitations back into their lives serve as a testament to the impact we have had on each other. I am astounded by the numerous opportunities that unfolded in subsequent years solely because I chose to respond to that one Facebook post. This journey of personal growth and nurturing strong relationships did not unfold magically around me; it required active participation on my part. I had to stay open to opportunities, confront my fears, and take action despite them. Setting clear goals for myself became paramount, as I proactively charted a path towards achieving my aspirations. Along the way, I learned to recognize and seize opportunities that presented themselves. However, I also understood the importance of creating opportunities myself. I actively contributed to the community, offering my time, knowledge, and support to those in need. By giving of myself, I continue to be reminded that the most fulfilling experiences arise from win-win scenarios, where everyone involved benefits and grows. Engaging in win-win partnership with others fosters deeper and more lasting bonds than those typically found in networking events. It allowed us to truly understand and learn from one another. In this environment of trust and vulnerability, we gained the courage to share our challenges, fears, and aspirations. Through vulnerability, we build trust, and in turn, trust nurtures more profoundly deep relationships—with both ourselves and others. As my journey unfolded, people started seeking me out for advice on career growth, leadership development, talent acquisition, and finding compatible co-founders. I encouraged them to follow a similar path of stepping into the community and giving of themselves. I firmly believe that the foundation of personal and professional growth lies in the willingness to contribute and build genuine connections. Looking back, I am grateful for the pivotal moment when I stumbled upon that Facebook post. It opened doors to personal and professional opportunities I could have never imagined. But more importantly, it instilled in me the realization that the true essence of success lies in creating strong relationships, cultivating trust, and continuously growing ourselves and others. Learn more about the Colorado data challenge competition that started me on this path: - [GoCode Colorado](https://gocode.colorado.gov/) (Years 1-9) - [InnovateCO](https://bic.coloradosos.gov/data-challenge/) (Year 10+) Want to learn more about the power of *giving first*? Check out the [Give First podcast](https://givefirst.techstars.com/about) where you can be inspired by the stories of other living through this ethos. Photo by [John Schnobrich](https://unsplash.com/@johnschno?utm_source=unsplash&utm_medium=referral&utm_content=creditCopyText) on [Unsplash](https://unsplash.com/s/photos/tech-challenge?utm_source=unsplash&utm_medium=referral&utm_content=creditCopyText) ![author avatar](https://kathkeating.com/wp-content/uploads/2025/10/Kathy-Keating-2025-square.png) Kathy Keating Technology Advisor, Board Director, and Executive Coach [See Full Bio](https://kathkeating.com/about-kathy-keating-cto/) [ ](https://kathkeating.com/about-kathy-keating-cto/) Technology Leadership Corporate Governance Artificial Intelligence AI Governance and Ethics Cybersecurity Risk Oversight Executive Coaching CTO Coaching Systems Thinking Product and Engineering Alignment SaaS, FinTech, HealthTech, GovTech [ ![social network icon](data:image/svg+xml;base64,PHN2ZyB3aWR0aD0iMTYiIGhlaWdodD0iMTYiIHZpZXdCb3g9IjAgMCAxNiAxNiIgZmlsbD0ibm9uZSIgeG1sbnM9Imh0dHA6Ly93d3cudzMub3JnLzIwMDAvc3ZnIj4KPHBhdGggZD0iTTEyLjIxNzUgMS4yNjkyOUgxNC40NjY1TDkuNTUzMSA2Ljg4NDk1TDE1LjMzMzMgMTQuNTI2NkgxMC44MDc1TDcuMjYyNjUgOS44OTE5OEwzLjIwNjU5IDE0LjUyNjZIMC45NTYyNDdMNi4yMTE1OCA4LjUyMDAyTDAuNjY2NjI2IDEuMjY5MjlINS4zMDczN0w4LjUxMTU2IDUuNTA1NTFMMTIuMjE3NSAxLjI2OTI5Wk0xMS40MjgyIDEzLjE4MDVIMTIuNjc0NEw0LjYzMDIyIDIuNTQ0NzFIMy4yOTI5M0wxMS40MjgyIDEzLjE4MDVaIiBmaWxsPSIjNDM0OTYwIi8+Cjwvc3ZnPgo=) ](https://x.com/kathkeating) [ ![social network icon](data:image/svg+xml;base64,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) ](https://www.linkedin.com/in/kathykeating/) **Categories:** Leadership **Tags:** career growth, change, find startup cto, give first, personal growth --- ### [Becoming Comfortable with Change](https://kathkeating.com/elementor-12146/) **Published:** August 29, 2021 **Author:** Kathy Keating **Excerpt:** It’s highly likely that each of us wants to grow or improve in some way. Yet, when faced with an opportunity to step out of our comfort zone to grow, we freeze up, we create numerous excuses, or begin to blame others for creating mythical situations that supposedly prevent us from doing the work. **Content:** It’s highly likely that each of us wants to grow or improve in some way. We want to get better sleep, lose weight, get better at our favorite hobby, or master a new skill. Yet, when faced with an opportunity to step out of our comfort zone to grow, we freeze up, we create numerous excuses, or begin to blame others for creating mythical situations that supposedly prevent us from doing the work. Most of us are incredibly uncomfortable when faced with the unknown. Our existing habits, that we often act on subconsciously every day, are a very comfortable place to stay. We know that if we do X, we will get Y. Even when we don’t want Y to happen, it’s a very comfortable place to stay because the alternative is unknown. What if we try something and fail? Worse yet, what if we try something and actually succeed? (Introducing a whole other set of confronting challenges!) Choosing to be uncomfortable is something most of us won’t naturally choose, so we’ll often hold on tightly to *how it’s always been*. I see this scenario play out, every single time, with employees as their company goes through rapid growth. Early stage employees are used to being part of most of the decisions being made. If they aren’t part of the decision, they know exactly who to ask to explain the decision making process to them. Early stage employees get to work through the discomfort of change quickly and directly. This situation changes pretty radically as a company grows. About Decision-Making There is an emotive transformation we go through when we actively participate in the decision-making process. We start from a place of discomfort because the future is unknown, we together we explore the options, and we do some research. We weigh the pros and cons, and then we decide. We trust ourselves to evaluate the facts rationally and to make the best decision. Confident decision-making reduces stress and anxiety. The act of making a decision moves us from uncomfortable to comfortable. It also creates a space for us to both be accountable for our actions AND to stay true to ourselves. When we confidently make decisions for other people, we trust ourselves to evaluate all the pros and cons for all who are affected and make the best decision for everyone. *The further we are away from a decision, the less we trust.* It’s interesting how much we trust ourselves to make the right decisions, but we don’t trust others to do the same. As a company grows, people become teams. And teams become teams-of-teams. There comes a point where the employee doesn’t closely know who is making the decision, and they aren’t privy to the research. Additionally, decisions are becoming more complex, so understanding why particular decisions were made is often difficult to understand. When decisions are made in this environment, we are too removed from the decision maker to easily trust that it’s the right decision. Robert Hurley writes, on [Harvard Business Review](https://hbr.org/2006/09/the-decision-to-trust), that roughly half of all managers don’t trust their leaders. It’s not surprising that distrust is so high, when we realize that *the lack of information* around a decision or change is a very uncomfortable place for people to be. > The further we are away from a decision, the less we trust. Being Transparent Companies who want to retain and cultivate trust need to find ways to replicate the transparency that happens during decision-making. We have to reach out to the employees — where they currently are — and walk them forward to the place we want them to be. When employees are exposed to the facts behind the decision-making process — often called the context — they can better overlay how they would make the decision onto how leadership made the decision. They can move from uncomfortable to comfortable — which brings them along for the ride. This becomes more critical as a company grows because trust is not automatic. *Trust is cultivated through transparency.* Deciding to Trust There comes a point that employees cannot be included in every decision. At this point employees need to decide if they trust the people who are making the decisions to keep their best interests at heart. When a company is transparent, deciding to trust is much easier. Choosing to trust is a decision as well, and shouldn’t be taken lightly. We weigh the pros and the cons, and we do our research. The most important thing we can do is take leadership’s decision-making track record into account. When people have a track record of making sound decisions, they will likely continue to make sound decisions. Letting going of ownership over the strategic decision-making process can be difficult. I’m an entrepreneur myself, a 2X founder and a 3X CTO. I’m used to making many of the strategic decisions myself. It’s in these moments, when I’m not in the position to make these decisions, that I have to decide — to decide to trust. There’s something freeing that happens when I decide to trust. I move from uncomfortable to comfortable, stress levels go down, and my sense of ownership increases. People who thrive in mid-to-large growing companies are those who have decided to trust. The discomfort we are facing is a natural part of growth, and an indicator that we simply haven’t decided to trust. Are the people around you really not trustworthy? Or are you simply uncomfortable with the rate of change? If it’s possible that the latter is true, then summon up some courage, take a few moments to look around, and *decide who is worthy of your trust*. You’ll be surprised how freeing this can be. ![author avatar](https://kathkeating.com/wp-content/uploads/2025/10/Kathy-Keating-2025-square.png) Kathy Keating Technology Advisor, Board Director, and Executive Coach [See Full Bio](https://kathkeating.com/about-kathy-keating-cto/) [ ](https://kathkeating.com/about-kathy-keating-cto/) Technology Leadership Corporate Governance Artificial Intelligence AI Governance and Ethics Cybersecurity Risk Oversight Executive Coaching CTO Coaching Systems Thinking Product and Engineering Alignment SaaS, FinTech, HealthTech, GovTech [ ![social network icon](data:image/svg+xml;base64,PHN2ZyB3aWR0aD0iMTYiIGhlaWdodD0iMTYiIHZpZXdCb3g9IjAgMCAxNiAxNiIgZmlsbD0ibm9uZSIgeG1sbnM9Imh0dHA6Ly93d3cudzMub3JnLzIwMDAvc3ZnIj4KPHBhdGggZD0iTTEyLjIxNzUgMS4yNjkyOUgxNC40NjY1TDkuNTUzMSA2Ljg4NDk1TDE1LjMzMzMgMTQuNTI2NkgxMC44MDc1TDcuMjYyNjUgOS44OTE5OEwzLjIwNjU5IDE0LjUyNjZIMC45NTYyNDdMNi4yMTE1OCA4LjUyMDAyTDAuNjY2NjI2IDEuMjY5MjlINS4zMDczN0w4LjUxMTU2IDUuNTA1NTFMMTIuMjE3NSAxLjI2OTI5Wk0xMS40MjgyIDEzLjE4MDVIMTIuNjc0NEw0LjYzMDIyIDIuNTQ0NzFIMy4yOTI5M0wxMS40MjgyIDEzLjE4MDVaIiBmaWxsPSIjNDM0OTYwIi8+Cjwvc3ZnPgo=) ](https://x.com/kathkeating) [ ![social network icon](data:image/svg+xml;base64,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) ](https://www.linkedin.com/in/kathykeating/) **Categories:** Leadership **Tags:** bold, change, courage --- ### [Our role in effective decision making](https://kathkeating.com/making-effective-decisions/) **Published:** January 9, 2022 **Author:** Kathy Keating **Excerpt:** The progress we make in any area, work or personal, is a series of many decisions that add up to an outcome. If our initial decisions are faulty, then all the decisions that come after it are too. Sometimes we only get to positive outcomes after making 100s of decisions along the way. **Content:** I was recently asked to share some ideas for how to improve a skill I had written about previously in a leadership forum. > *A person in leadership should be able to walk into just about any type of conversation with minimal knowledge of the topic and be able to contribute/participate (assuming the person facilitating the conversation knows how to lay out the challenge at the beginning of the conversation)* > > Kathy Keating, July 2018, Rands Leadership Slack, #leadofleads channel Being effectively vocal in groups has been a skill that I’ve worked to improve my entire life. I test 100% introverted each time I take the [Myer’s Briggs assessment](https://www.myersbriggs.org/my-mbti-personality-type/mbti-basics/), and I didn’t talk outside of my family unit until I was in the second grade. I am uncomfortable in large groups where I don’t know people, and I still avoid calling a business to get information. I almost never answer my phone unless I know the person who is calling. Yet…most people I interact with in a work setting are always very surprised to learn this about me since I’ve built the skills to offset this. As a person moves up in their career, the competencies we must demonstrate around communicating effectively and cross-functionally increase. In senior individual contributor (IC) roles and in management roles we eventually get measured on these competencies, and our lack of proficiency can begin to adversely impact our pay and promotions. Let’s take a look at how to increase these skills, and also look at why these skills are important to senior and management roles. ## What are Effective Dialog Skills? The [Trainer’s Library](https://www.trainerslibrary.org/effective-dialogue/) suggests that there are seven skills that are critical to evolve if we want to be effective dialogue participants. This skills include: - deep listening - respecting others - inquiry - voicing openly - balancing advocacy and inquiry - suspending assumptions & judgements - reflecting During dialog we must both actively, and deeply listen. We must also examine what we are hearing to begin to form a perspective. Being able to balance our *listening* with our *thinking* is a skill that must be developed through practice and introspection. Especially if we want to do this quickly and in the moment. One of the signs I often see from people who are just starting out on this journey is that their participation in a dialog is often one that is counter to the idea being presented. We begin to express to all the various reasons why the idea will not work. However at this point in a dialog we likely have very limited understanding of the big picture, nor all the different avenues the speaker has already examined. This approach often leads to less effective decision making overall and can actually erode trust across participants in the dialog. Whether we are the initiator or the participant in the conversation, we must intentionally bring ourselves to the conversation with the mindset that we are, first and foremost, *seeking to understand*. We must also desire an outcome that focuses on finding *most informed decision possible* and not in being right. ## Why are Effective Dialog skills important? Collaborative communication leads to **more effective decision making**. When we make better decisions across our organization, friction decreases and productivity increases. The progress we make in any area, work or personal, is a series of many decisions that add up to an outcome. If our initial decisions are faulty, then all the decisions that come after it are too. Sometimes we only get to positive outcomes after making 100s of decisions along the way. > *There are exactly two things that determine how our lives turn out: the quality of our decisions and luck. Learning to recognize the difference between the two is what thinking in bets is all about* > > Annie Duke, Thinking in Bets At any given moment, for any given decision, **we never have all the facts**. There is always uncertainty, risk, uncontrollable factors, and sometimes even politics or deception. We must think of our decisions along a sliding scale ranging from *fully-defined facts* to *luck*. If we want to make sound decisions based on facts, then we have to bring data into our decision making process. We do this through effective cross-functional dialog. ![](https://kathkeating.com/wp-content/uploads/2022/01/Decision-Making-Scale.png "Decision-Making-Scale › Kathy Keating")Lets examine what happens when an idea is put forth within a cross-functional dialog that is not effective. - Person A surfaces an idea or challenge, and begins to start to present the data they have thus far. - Person B has an immediate gut reaction to the idea, they stop listening, and begin to express all the reasons that the idea won’t work. Person A knows they haven’t shared all the data, but they feel confronted, and begin to back off. - Person C recognizes that the conversation is not moving toward an informed decision, so they listen more deeply, formulate some options and begins to ask questions and advocate for solutions. This engages Person A to stay in the conversation and the idea moves a little further toward being data-informed. - Persons D and E stay silent throughout the discussion. Their silence goes relatively unnoticed, and a decision is eventually made without taking into account the facts that Person’s D and E might have that would better inform a more sound decision. This is also the scenario that happens when key people are not consulting in a decision. The decision is less informed. ![](https://kathkeating.com/wp-content/uploads/2022/01/Dialog-Dance-1-1024x694.png "Dialog Dance › Kathy Keating") What would effective decision making look like? Effective decision making happens when all key parties that impact a decision are consulted. These parties remain open during the dialog, they actively and deeply listen to the challenge, they ask questions, and they form perspectives which they share. Because all parties are exchanging information effectively, the decision becomes more and more data-informed. And the team collectively is relying less and less on luck. Eventually the decision is as informed as it’s going to get, luck is minimized and the decision can move forward effectively. ![](https://kathkeating.com/wp-content/uploads/2022/01/Dialog-Dance-Effective-1-1024x694.png "Dialog Dance Effective › Kathy Keating") ## How do we build better Effective Dialog skills? So how do we become more effective at cross-functional dialog? To become more effective at dialog, we want to focus on becoming better at making *effective, data-informed decisions*. **When presenting an idea**, we have the choice to focus on (1) getting everyone to agree to our idea, or (2) gathering the data we need to make a sound, informed decision. Hopefully you want to focus on the latter perspective! Ways that we can build our data gathering skills are through the following practices: - Intentionally decide who in our sphere could better inform our idea - Seek these people out and ask for feedback on the idea - Think cross-functionally. Don’t just talk to people in your role, or your group. Teams and companies are all affected by the decisions we make, so make sure all functions affected by the decision provide feedback - Present the facts that you know thus far. Clearly share the open questions you know. - Pause to provide others space and time to respond. - Let ideas rise to their full potential. When we choose not to include others, whether intentional, or unintentional, we restrain our ideas from reaching their full potential. - Converse with cross-functional groups. 1:1 conversations might feel safer, and they definitely inform initial thinking, but we eventually deprive the idea from reaching its full potential because ideas aren’t triggering new ideas, round-robin style, throughout the room. We want the thinking on our ideas to spread wide and deep so that we can capture all the data we need. - Be efficient. Seek to get the most feedback from relevant areas. We will never be able to speak with everyone. Also, we must build the skill to assess when feedback is not relevant or helpful. **Hearing a new idea** can be challenging. We are going to be asked to listen and have a perspective almost simultaneously. Ways we can strengthen our ability to listen, think, and respond productively (in near real time) could be: - Take notes while the idea is being presented. Have a Pros and Cons columns on the notes. We must remain open, require ourselves to listen deeply, and ensure our notes properly capture our thinking on both aspects of the idea – the pros and cons. - Let the speaker present the idea. Don’t interrupt. The moment we judge an idea, we typically stop listening. In a productive conversation we’ll have ample time to respond. - Most ideas are typically just a hypothesis the speaker has about how to tackle a narly challenge. We want to make sure we understand the underlying challenge. There are often 101 ways to address any problem. - Once we collectively agree that the challenge is worth solving, we can collect all sorts of data to better inform a good decision. If we initially confront ideas with judgement, we prevent ourselves from growing and learning. **Our judgements are not data-informed decisions.** They are merely potential risks to the viability of the idea coming to fruition. If we find yourself with a long list of “cons” about an idea, then we could begin to examine how each of these risks could be mitigated so the idea could move forward. - Do other precursor projects exist that would have to be completed before the idea could be realized? - Is there missing data that needs to be gathered? - What adverse impacts are not yet being discussed? Bring this forward into the dialog. **When we stay silent** we are choosing not to inform the idea. This also means that we’re responsible for the consequences that come from this decision. There are many reasons that people might stay silent – fear, indecision, politics, lack of trust, etc. Most often we stay silent because we don’t currently have a fully informed perspective. The ability to **transition quickly** from *hearing an idea* to *having a perspective* is a learned skill. We build this skill through intentional practice. We have discussed previously how important active, deep listening and intentional note taking can be. One way evolve our ability to ideate quickly and effectively is to challenge ourselves to express a perspective, under time pressure, on a random idea. Here are some ways to do this: - Join Toastmasters and participate in [Table Topics](https://www.toastmasters.org/membership/club-meeting-roles/table-topics-speaker) - Get a peer group together. Each person writes a random topic on an index card. Each person draws a card one at a time. They have 1 minute to prep and 3 minutes to talk about the topic. - Get a group of peers together. Everyone submits at least one slide for a slide deck. The moderator puts the slides into a random order and turns on a 1 minute rotation per slide. Participants draw randomly select an order to participate. The group collectively selects a discussion topic (e.g., engineers managers might select “project checkin”). Each speaker gets a slide, the slide comes up, the speaker speaks on the topic based on what they see, for the first time, on the slide. The speaker must speak for the full minute that the slide is up, then it moves onto the next speaker. Yes, hilarity can ensue when a speaker gets a slide with an image of a dragon, or a topic that they know nothing about. These group settings are a safe place for us to learn, and get feedback from peers. The point is to help build the habit to be vocal, form ideas quickly, outline talking points, speak constructively, and productively seek resolution. It is also a perfectly acceptable process to tell someone we need 24 hours to provide feedback. ## Setting an Effective Dialog Goal We all have different challenges when it comes to building more effective dialog. Let’s take a look at what a [GEM](https://kathkeating.com/get-your-okrs-out-of-my-gems/) might look like for someone who often is silent in meetings. **GOAL:** I share my perspectives more often so that we can make more informed decisions as a team **EXPERIMENTS:** In each cross-functional discussion where new ideas are presented I will: - Take pro/con notes each time someone shares an idea. - Ask at least two questions to ensure I fully understand the idea - Reflect back to the team why the idea is important to make sure I understand what outcome we are solving for - Express at least one perspective that furthers the idea forward to a more data-informed decision **MEASURES:** I share my perspectives at least once in every meeting where a new idea is presented. Writing our goals in this format creates an action plan that we practice every day to move ourselves further to building new habits in this area. Making strong, data-informed decisions, and communicating effectively in the moment is definitely an art. All of us are somewhere on the continuum toward proficiency in this skill, and we are highly likely never to reach perfection. Language is an imperfect medium to communicate and everything can never fully be known. For me, I’m a lifelong learner when it comes to this skill. Sometimes I come across as prescriptive which doesn’t great enough space for others perspectives to step in. Other times I take too long to form my perspective and I miss the decision. I can get a bit emotive when decisions are made without feedback that have adverse consequences. The first step is recognizing when we falter, then stepping forward to do better the next day. I embrace that I’m gloriously imperfect at this. All I can do is be intentional – continue each day to learn, evolve and adapt while always staying focused on the mission before us. Imagine what we could make happen if the world if we all embraced this perspective together? Whoa, what a world it would be. *Photo by [Jens Lelie](https://unsplash.com/@madebyjens?utm_source=unsplash&utm_medium=referral&utm_content=creditCopyText) on [Unsplash](https://unsplash.com/s/photos/decisions?utm_source=unsplash&utm_medium=referral&utm_content=creditCopyText)* ![author avatar](https://kathkeating.com/wp-content/uploads/2025/10/Kathy-Keating-2025-square.png) Kathy Keating Technology Advisor, Board Director, and Executive Coach [See Full Bio](https://kathkeating.com/about-kathy-keating-cto/) [ ](https://kathkeating.com/about-kathy-keating-cto/) Technology Leadership Corporate Governance Artificial Intelligence AI Governance and Ethics Cybersecurity Risk Oversight Executive Coaching CTO Coaching Systems Thinking Product and Engineering Alignment SaaS, FinTech, HealthTech, GovTech [ ![social network icon](data:image/svg+xml;base64,PHN2ZyB3aWR0aD0iMTYiIGhlaWdodD0iMTYiIHZpZXdCb3g9IjAgMCAxNiAxNiIgZmlsbD0ibm9uZSIgeG1sbnM9Imh0dHA6Ly93d3cudzMub3JnLzIwMDAvc3ZnIj4KPHBhdGggZD0iTTEyLjIxNzUgMS4yNjkyOUgxNC40NjY1TDkuNTUzMSA2Ljg4NDk1TDE1LjMzMzMgMTQuNTI2NkgxMC44MDc1TDcuMjYyNjUgOS44OTE5OEwzLjIwNjU5IDE0LjUyNjZIMC45NTYyNDdMNi4yMTE1OCA4LjUyMDAyTDAuNjY2NjI2IDEuMjY5MjlINS4zMDczN0w4LjUxMTU2IDUuNTA1NTFMMTIuMjE3NSAxLjI2OTI5Wk0xMS40MjgyIDEzLjE4MDVIMTIuNjc0NEw0LjYzMDIyIDIuNTQ0NzFIMy4yOTI5M0wxMS40MjgyIDEzLjE4MDVaIiBmaWxsPSIjNDM0OTYwIi8+Cjwvc3ZnPgo=) ](https://x.com/kathkeating) [ ![social network icon](data:image/svg+xml;base64,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) ](https://www.linkedin.com/in/kathykeating/) **Categories:** Leadership **Tags:** annie duke, decisions, dialog, effective dialog, GEMs, Goals --- ## Pages ### [Technology Advisor, Board Director, and CTO Executive Coach](https://kathkeating.com/) **Published:** April 19, 2023 **Author:** Kathy Keating **Content:** # ## Advising CEOs, CTOs, and Boards through Complexity and Scale. ##### I help technology-driven companies align strategy, governance, and leadership to unlock sustainable growth. [](https://kathkeating.com/services/) explore advisory and coaching services # Aligning Technology Leadership with Business Growth --- **Sustainable speed doesn’t come from doing more, it’s the outcome of aligned strategy, systems, and teams.** As a technology advisor for CEOs and boards, I help organizations cut through complexity to accelerate results that last. Whether guiding leadership through transformation, designing resilient technology strategy, or strengthening governance and trust, my focus is on building systems that move companies forward with clarity and confidence. - Board-certified director ([CDI.D](https://www.corporatedirectorsintl.com/board-certification)) and executive technology advisor - [ICF](https://coachingfederation.org/)-certified executive coach trusted by CEOs and CTOs worldwide - Co-Author of [*Liquid*](https://ctosentinel.com/liquid/) and co-creator of the [CTO Levels](https://www.ctolevels.com/) framework [](/services) explore how I help companies scale smarter ![Liquid: How CEOs & CTOs Unlock Flow and Momentum in Complex Systems is a bestselling book for CTOs and CEOs.](https://kathkeating.com/wp-content/uploads/2025/10/liquid-paperback-ebook.png)**Liquid: How CEOs & CTOs Unlock Momentum** Co-authored with Etienne de Bruin and Scott Graves, *Liquid* introduces a framework for turning organizational friction into flow. This framework is the foundation of my approach to technology strategy, leadership, and governance. --- [learn more about Liquid](https://ctosentinel.com/liquid/) ![Image](https://kathkeating.com/wp-content/uploads/2023/03/640px-Monster.com_Logo_2019.png) ![Bramalea Partners is a VC firm with a portfolio of growth stage companies.](https://kathkeating.com/wp-content/uploads/2025/10/bramalea-partners-logo-1.webp) ![Image](https://kathkeating.com/wp-content/uploads/2023/03/adhoc-logo-green.png) ![AUTOPAY is a go-to online auto loan finance marketplace. They source the best lenders offering the best rates.](https://kathkeating.com/wp-content/uploads/2025/10/AUTOPAY_Logo-scaled-1.jpg) ![Seedtag offers a suite of Neuro-Contextual Advertising solutions based in Machine Learning and Artificial Intelligences to global brands.](https://kathkeating.com/wp-content/uploads/2025/10/1050-seedtag.png) ![Image](https://kathkeating.com/wp-content/uploads/2023/03/Webroot-logo.png) ![Image](https://kathkeating.com/wp-content/uploads/2025/09/Wave_logo_RGB-1.png) ![Image](https://kathkeating.com/wp-content/uploads/2025/09/Tilt_Logo.jpg) [](#prev)[](#next) *“Kathy’s ability to problem solve and manage stakeholders is one of the key reasons we were able to see continued growth and development in the ever-changing landscape during this challenging time. She knows how to manage expectations, and deliver for the customers, our team, and our board. Kathy has been one of the most influential leaders with whom I have had the pleasure to work.”* ![](https://kathkeating.com/wp-content/uploads/2021/05/erich-hugunin.jpeg)**Erich Hugunin** Chief Revenue Officer #### Advising CEOs, CTOs, and Boards Through Complexity ![Image](https://kathkeating.com/wp-content/uploads/2025/10/np_bullseye_3203183_0063BE.png)##### CTO Advisory Align technology strategy to business growth. [](/cto-advisory/) Explore CTO Advisory ![Image](https://kathkeating.com/wp-content/uploads/2021/05/np_efficiency_2749473_0D4BA8.png)##### Governance, AI, and Risk Independent insight for boards and investors. [](/governance-ai-risk-boards/) Explore Board Advisory ![Image](https://kathkeating.com/wp-content/uploads/2021/05/np_networking_2146368_0D4BA8.png)##### Executive Coaching Develop exceptional technology executives. [](/cto-executive-coach/) Explore Executive Coaching ### Trusted by CEOs, CTOs, and Boards *“Kathy played a major role in my journey from senior engineer to startup CEO. She helped me understand how to grow a team, how to refine my go-to-market strategy, and overall, manage my startup. She not only understands my technical challenges but also made recommendations on how to manage my team, pitch investors, and hire critical talent. I love Kathy’s communication style: it is clear and actionable.”* ![](https://kathkeating.com/wp-content/uploads/2021/05/julien-delange.jpeg)**Julien Delange** CEO, Codiga *Acquired by Datadog in 2023* ## Meet Kathy Keating **Great leadership isn’t about doing more. It’s about creating flow from friction and clarity from complexity.** As a technology strategist, executive coach, and board-certified director, I’ve spent more than three decades helping CEOs, CTOs, and boards align technology, leadership, and strategy to achieve meaningful outcomes quickly and effectively. **Highlights:** - Board-Certified Director ([CDI.D](https://www.corporatedirectorsintl.com/faqs)) and four-time founder with 30+ years leading and advising B2B and B2B2C SaaS, FinTech, HealthTech, and GovTech organizations. - Co-author of the bestselling book [*Liquid: How CEOs & CTOs Unlock Momentum In Complex Systems*](https://ctosentinel.com/liquid/) - Co-creator of the [CTO Levels](https://www.ctolevels.com/) framework, and creator of the [GEMs](https://kathkeating.com/get-your-okrs-out-of-my-gems/) framework used by technology leaders worldwide. - Known for driving clarity, alignment, and scale from restoring investor confidence and securing turnarounds to guiding startups through successful acquisitions. --- [read my full story](/about-kathy-keating-cto/) ![Kathy Keating is a technology advisor for CEOs and Boards who helps CEOs and boards align technology leadership, governance, and growth.](https://kathkeating.com/wp-content/uploads/2025/09/Kathy-Keating-2025.png) --- ### [Services](https://kathkeating.com/services/) **Published:** April 19, 2023 **Author:** Kathy Keating **Content:** ### Strategic Advisory, AI Governance, and Executive Coaching for Technology Leaders ##### Independent services that help CEOs, CTOs, and boards align technology, leadership, and strategy. Build clarity, trust, and sustained performance. # #### Aligning Technology Leadership with Business Growth Every organization reaches a point where technology, leadership, and strategy must align for real progress to happen. I work with CEOs, CTOs, and boards to create that alignment through independent [**advisory**](/cto-advisory/), [**governance**](/governance-ai-risk-boards/), and [**executive** **coaching**](/cto-executive-coach/) services that build clarity, trust, and sustained performance. Whether you need strategic guidance, stronger oversight, or leadership development, these three service areas are designed to meet you where you are and accelerate your next stage of growth. --- [schedule an introductory call](https://calendly.com/kathkeating-1/kk-advisory-intro-call) ![Liquid: How CEOs & CTOs Unlock Flow and Momentum in Complex Systems is a bestselling book for CTOs and CEOs.](https://kathkeating.com/wp-content/uploads/2025/10/liquid-paperback-ebook.png) Co-author of [Liquid: How CEOs & CTOs Unlock Flow and Momentum in Complex Systems](https://ctosentinel.com/getliquid/) ![Image](https://kathkeating.com/wp-content/uploads/2025/10/np_bullseye_3203183_0063BE.png)##### CTO Advisory **Strategic partnership for CEOs and CTOs.** Independent advisory that helps CEOs and CTOs align technology strategy with business goals. Create clarity, strengthen decision-making, and sustain delivery speed. Whether you’re scaling fast, realigning priorities, or preparing for investment, this partnership provides the structure and insight to lead with confidence. [](/cto-advisory/) Explore CTO Advisory ![Image](https://kathkeating.com/wp-content/uploads/2021/05/np_efficiency_2749473_0D4BA8.png)##### Governance, AI, and Risk **Independent insight for boards and investors.** Advisory focused on governance, AI ethics, and technology risk. I help boards and investors anticipate disruption, strengthen transparency, and make confident, well-informed decisions. Gain clarity on how technology strategy and oversight practices can build trust, accountability, and long-term resilience. [](/governance-ai-risk-boards/) Explore Board Advisory ![Image](https://kathkeating.com/wp-content/uploads/2021/05/np_networking_2146368_0D4BA8.png)##### Executive Coaching **Develop exceptional technology executives.** Blends frameworks, mentoring, and leadership development to help CTOs and technology leaders grow into confident, strategic executives. Grounded in the CTO Levels framework and CTO Sentinel desired outcomes, each engagement builds clarity, trust, and influence for long-term leadership success. [](/cto-executive-coach/) Explore Executive Coaching #### A Framework for Clarity, Trust, and Results Every engagement, whether with a CEO, board, or technology leader, starts with one goal: **aligning leadership, strategy, and execution**. My approach blends decades of experience as a CTO, founder, and board-certified director ([CDI.D](https://www.corporatedirectorsintl.com/faqs)) with structured frameworks that turn complex leadership challenges into clarity and momentum. Together, these frameworks give leaders a common language for decision-making, alignment, and accountability to create more lasting clarity and trust across the organization. --- [schedule an introductory call](https://calendly.com/kathkeating-1/kk-advisory-intro-call) # ![CTO Sentinel logo](https://kathkeating.com/wp-content/uploads/2025/10/cto-sentinel-logo-tall.png "CTO Sentinel logo › Kathy Keating") # **CTO Sentinel** ensures balance across the four essential outcomes every technology organization must drive: Speed, Stretch, Shield, and Sales. [](https://ctosentinel.com/) Explore CTO Sentinel # ![CTO Levels logo](https://kathkeating.com/wp-content/uploads/2025/10/CTO-Levels.png "CTO Levels logo › Kathy Keating") # **CTO Levels** defines what great technology leadership looks like at every stage of growth, helping CEOs and CTOs align around capability, maturity, and outcomes. [](https://www.ctolevels.com/) Explore CTO Levels # ![The GEMs framework for goal planning that focuses on goals, experiments, and measures.](https://kathkeating.com/wp-content/uploads/2025/10/GEMS-Logo-new.png "GEMS Logo-new › Kathy Keating") # The **GEMs** framework turns strategy into motion by setting Goals, running Experiments, and Measuring outcomes that sustain progress. Its a great partner to OKRs. [](https://kathkeating.com/get-your-okrs-out-of-my-gems/) Explore GEMs *“Kathy brings both clarity and systems thinking to every challenge she faces. She has a remarkable ability to deconstruct complexity into understandable components to help engineers, product managers, and investors see how those pieces fit into the broader system. Kathy possesses a steady, grounding leadership presence. She has an uncommon ability to communicate complex ideas with precision and calm. This inspire trust across teams and giving boards confidence in how technology decisions advance the company’s mission and outcomes.”* ![Andy Boyd, founder at Bramalea Partners](https://kathkeating.com/wp-content/uploads/2025/10/andy-boyd.jpeg)**Andrew Boyd** Founder at Bramalea Partners ![Image](https://kathkeating.com/wp-content/uploads/2023/03/640px-Monster.com_Logo_2019.png) ![Bramalea Partners is a VC firm with a portfolio of growth stage companies.](https://kathkeating.com/wp-content/uploads/2025/10/bramalea-partners-logo-1.webp) ![Image](https://kathkeating.com/wp-content/uploads/2023/03/adhoc-logo-green.png) ![AUTOPAY is a go-to online auto loan finance marketplace. They source the best lenders offering the best rates.](https://kathkeating.com/wp-content/uploads/2025/10/AUTOPAY_Logo-scaled-1.jpg) ![Seedtag offers a suite of Neuro-Contextual Advertising solutions based in Machine Learning and Artificial Intelligences to global brands.](https://kathkeating.com/wp-content/uploads/2025/10/1050-seedtag.png) ![Image](https://kathkeating.com/wp-content/uploads/2023/03/Webroot-logo.png) ![Image](https://kathkeating.com/wp-content/uploads/2025/09/Wave_logo_RGB-1.png) ![Image](https://kathkeating.com/wp-content/uploads/2025/09/Tilt_Logo.jpg) [](#prev)[](#next) ## Meet Kathy Keating **Great leadership isn’t about doing more. It’s about creating flow from friction and clarity from complexity.** As a technology strategist, executive coach, and board-certified director, I’ve spent more than three decades helping CEOs, CTOs, and boards align technology, leadership, and strategy to achieve meaningful outcomes quickly and effectively. **Highlights:** - Board-Certified Director ([CDI.D](https://www.corporatedirectorsintl.com/faqs)) and four-time founder with 30+ years leading and advising B2B and B2B2C SaaS, FinTech, HealthTech, and GovTech organizations. - Co-author of the bestselling book [*Liquid: How CEOs & CTOs Unlock Momentum In Complex Systems*](https://ctosentinel.com/liquid/) - Co-creator of the [CTO Levels](https://www.ctolevels.com/) framework, and creator of the [GEMs](https://kathkeating.com/get-your-okrs-out-of-my-gems/) framework used by technology leaders worldwide. - Known for driving clarity, alignment, and scale from restoring investor confidence and securing turnarounds to guiding startups through successful acquisitions. --- [read my full story](/about-kathy-keating-cto/) ![Kathy Keating is a technology advisor for CEOs and Boards who helps CEOs and boards align technology leadership, governance, and growth.](https://kathkeating.com/wp-content/uploads/2025/09/Kathy-Keating-2025.png) --- ### [About Kathy Keating](https://kathkeating.com/about-kathy-keating-cto/) **Published:** April 19, 2023 **Author:** Kathy Keating **Content:** # # Meet Kathy Keating: Technology Advisor to CEOs and Boards ##### I help CEOs and boards make confident technology and governance decisions that accelerate growth. My work brings together decades of executive experience, systems thinking, and leadership frameworks to create clarity where it matters most. --- [schedule an introductory conversation](https://calendly.com/kathkeating-1/kk-advisory-intro-call) ### A Systems Perspective on Leadership and Growth. **After three decades building and leading technology organizations, I’ve learned that success isn’t about doing more tasks, it’s about creating more effective alignment.** Great companies move quickly because their leadership systems are clear. The CEO, board, and technology leader operate with trust, shared focus, and a common understanding of where value comes from. My work focuses on helping leaders build that clarity so they can turn complexity into confident decisions, sustainable systems, and measurable results. ![Image](https://kathkeating.com/wp-content/uploads/2025/10/np_bullseye_3203183_0063BE.png)##### CTO Advisory Align technology strategy to business growth. [](/cto-advisory/) Explore CTO Advisory ![Image](https://kathkeating.com/wp-content/uploads/2021/05/np_efficiency_2749473_0D4BA8.png)##### Governance, AI, and Risk Independent insight for boards and investors. [](/governance-ai-risk-boards/) Explore Board Advisory ![Image](https://kathkeating.com/wp-content/uploads/2021/05/np_networking_2146368_0D4BA8.png)##### Executive Coaching Develop exceptional technology executives. [](/cto-executive-coach/) Explore Executive Coaching ![Liquid: How CEOs & CTOs Unlock Flow and Momentum in Complex Systems is a bestselling book for CTOs and CEOs.](https://kathkeating.com/wp-content/uploads/2025/10/liquid-paperback-ebook.png) [***Liquid: How CEOs & CTOs Unlock Momentum in Complex Systems***](https://ctosentinel.com/getliquid/) *Co-authored by Kathy Keating* *Liquid* explores how CEOs and CTOs can turn organizational complexity into clarity, flow, and sustainable growth. These are the very principles that guide my advisory and coaching work today. --- [learn more about Liquid](https://ctosentinel.com/getliquid/) #### My Path to Strategic Advisory and Governance My career has been defined by building, scaling, and transforming technology organizations, and by learning how alignment turns complexity into growth. I’ve led technology strategy in high-growth SaaS, FinTech, and HealthTech companies, founded four ventures, and built commercial AI systems that sustained global market leadership for decades. Along the way, I developed frameworks now used by thousands of leaders to help organizations deliver faster, strengthen collaboration, and lead with clarity. Frameworks include: [CTO Levels](https://ctolevels.com), [CTO Sentinel](https://ctosentinel.com), and [GEMs](https://kathkeating.com/get-your-okrs-out-of-my-gems/). Today, I bring these insights into my work as an advisor, board-certified director, and executive coach. I partner with CEOs, CTOs, and boards to govern technology responsibly and lead, with confidence, through complexity. 0 Years across B2B and B2B2C SaaS including FinTech, HealthTech, HRTech, & PrivacyTech. 0 Number of companies I have founded over the course of my career (with 1 exit). 0 Largest technology team that I have lead including product, engineering, research, design, data, IT, security, and compliance. 0 (or more) technology leaders worldwide actively implementing frameworks that I have co-authored and developed. 0 Book authored ([Liquid](https://ctosentinel.com/getliquid/)) with 3 more books in development. #### A Framework for Clarity, Trust, and Results Every engagement, whether with a CEO, board, or technology leader, begins with one goal: **create alignment that leads to results**. My approach blends three decades of leadership experience within high growth companies, using lean, structured frameworks, that help organizations see the whole system, not just the symptoms. Together, these frameworks create a common language for decision-making, trust, and accountability. Through this I help leadership teams move faster and lead with clarity. --- # ![CTO Sentinel logo](https://kathkeating.com/wp-content/uploads/2025/10/cto-sentinel-logo-tall.png "CTO Sentinel logo › Kathy Keating") # **CTO Sentinel** ensures balance across the four essential outcomes every technology organization must drive: Speed, Stretch, Shield, and Sales. [](https://ctosentinel.com/) Explore CTO Sentinel # ![CTO Levels logo](https://kathkeating.com/wp-content/uploads/2025/10/CTO-Levels.png "CTO Levels logo › Kathy Keating") # **CTO Levels** defines what great technology leadership looks like at every stage of growth, helping CEOs and CTOs align around capability, maturity, and outcomes. [](https://www.ctolevels.com/) Explore CTO Levels # ![The GEMs framework for goal planning that focuses on goals, experiments, and measures.](https://kathkeating.com/wp-content/uploads/2025/10/GEMS-Logo-new.png "GEMS Logo-new › Kathy Keating") # The **GEMs** framework turns strategy into motion by setting Goals, running Experiments, and Measuring outcomes that sustain progress. Its a great partner to OKRs. [](https://kathkeating.com/get-your-okrs-out-of-my-gems/) Explore GEMs ### Trusted by CEOs and Boards *“As CTO with one of our portfolio companies, Kathy stood out as an exceptional leader. She has a rare combination of deep technical mastery, organizational clarity, and calm, strategic judgment. She communicates complex ideas with precision and calm, inspires trust among investors and stakeholders and gives the board confidence in how technology decisions advance the company’s broader mission and outcomes.* *Kathy led the thoughtful adoption of AI-assisted engineering tools, internal automation systems, and data-driven analytics that materially improved velocity, quality, and cost efficiency. These initiatives weren’t just experiments; they created durable process improvements and true competitive differentiation.“* ![Andy Boyd, founder at Bramalea Partners](https://kathkeating.com/wp-content/uploads/2025/10/andy-boyd.jpeg)**Andrew Boyd** Founder at Bramalea Partners *“Kathy joined us as a Fractional, Interim CTO at a pivotal time of transition within our technology organization. While I focused on recruiting a permanent CTO, she not only stepped in to lead the team but also supported the recruitment process directly. She was a true partner to me and to the broader organization, bringing stability and clarity when it was most needed. Kathy provided valuable coaching and guidance to the leaders on the technology team, helping them navigate change and operate with greater confidence. Her experience and leadership were instrumental in preparing the organization for SOC 2 readiness, among other strategic priorities.“* ![Zahir Khoja, former CEO at Wave Financial](https://kathkeating.com/wp-content/uploads/2025/10/zahir-khoja.jpeg)**Zahir Khoja** Chief Executive Officer Growth Stage FinTech *“Kathy’s ability to problem solve and manage stakeholders is one of the key reasons we were able to see continued growth and development in the ever-changing landscape during this challenging time. She knows how to manage expectations, and deliver for the customers, our team, and our board. Kathy has been one of the most influential leaders with whom I have had the pleasure to work.”* ![Image](https://kathkeating.com/wp-content/uploads/2021/05/erich-hugunin.jpeg)**Erich Hugunin** Chief Revenue Officer Series B // B2B2C SaaS [](#prev)[](#next) ![Image](https://kathkeating.com/wp-content/uploads/2023/03/640px-Monster.com_Logo_2019.png) ![Bramalea Partners is a VC firm with a portfolio of growth stage companies.](https://kathkeating.com/wp-content/uploads/2025/10/bramalea-partners-logo-1.webp) ![Image](https://kathkeating.com/wp-content/uploads/2023/03/adhoc-logo-green.png) ![AUTOPAY is a go-to online auto loan finance marketplace. They source the best lenders offering the best rates.](https://kathkeating.com/wp-content/uploads/2025/10/AUTOPAY_Logo-scaled-1.jpg) ![Seedtag offers a suite of Neuro-Contextual Advertising solutions based in Machine Learning and Artificial Intelligences to global brands.](https://kathkeating.com/wp-content/uploads/2025/10/1050-seedtag.png) ![Image](https://kathkeating.com/wp-content/uploads/2023/03/Webroot-logo.png) ![Image](https://kathkeating.com/wp-content/uploads/2025/09/Wave_logo_RGB-1.png) ![Image](https://kathkeating.com/wp-content/uploads/2025/09/Tilt_Logo.jpg) [](#prev)[](#next) # ### Contact Me Let’s chat about what is keeping you up at night about your business. Whether it’s concerns about the tech, or advice on how to growth the team. I’m here for you. #### **Location** Most of my clients are in the US, Canada, or Europe timezones. I am located near Denver and Boulder Colorado. #### Connect [](https://www.linkedin.com/in/kathykeating/) [](https://twitter.com/kathkeating) [](mailto:kathy@kathkeating.com) Name \*First Last Email \* Services that interest me \*- Executive Coach - CTO Advisor - Optimize my Product Operations - Fractional or Interim CTO - Other (please clarify in the message) Message Name Submit ###### Board & Governance - Corporate Governance & Board Oversight - Risk Management & Cybersecurity Expertise - AI Ethics, Policy & Emerging Technology Oversight - Strategic Planning & Growth Alignment - Public, Private & Advisory Board Service - *Seeking Governance & Advisory Board opportunities* ###### Executive & Advisory - Business & Technology Strategy Alignment - Organizational Design - Leadership Development - Mergers & Acquisitions - Technical Due Diligence - Scaling SaaS & B2B Platforms - Strategic Partnerships & Ecosystem Development - Turnarounds & Rapid Growth ###### Technology & Innovation - Complex Systems Thinking - Artificial Intelligence & Data Strategy - Architecture Oversight - Product Strategy & Roadmap - Operational Resilience & Risk Posture - Regulatory Compliance (HIPAA, SOC2, GDPR, CCPA) - SaaS Scalability & Market Expansion --- ### [Governance, AI, and Risk](https://kathkeating.com/governance-ai-risk-boards/) **Published:** October 16, 2025 **Author:** Kathy Keating **Content:** --- # ### Independent Technology Governance and AI Advisory for Boards and Investors ##### Strategic insight that strengthens oversight, reduces risk, and ensures technology and AI decisions are transparent, ethical, and aligned with business goals. --- [schedule a conversation](https://calendly.com/kathkeating-1/governance-ai-risk-intro) ### Why Governance and AI Oversight Matter --- **Boards and investors are navigating a new era of complexity where technology, data, and AI drive value but also carry significant risk.** The board’s role isn’t to manage technology; it’s to govern it. That means ensuring transparency, accountability, and ethical use while maintaining the trust of customers, regulators, and shareholders. As a board-certified director and technology strategist, I provide independent advisory at the intersection of innovation and governance working with and on boards to anticipate risk, oversee AI responsibly, and make technology decisions that strengthen confidence and resilience. Boards and investors typically engage me in one of two ways: through an **independent oversight review** or as an **independent director** providing ongoing governance and risk expertise. Let’s explore what clarity, structure, or perspective might strengthen your next stage of growth. [](https://calendly.com/kathkeating-1/governance-ai-risk-intro) schedule a conversation ▸Why should a board or investor engage a technology or AI advisor?Boards and investors **engage a technology or AI advisor** to gain independent, trusted insight into how technology decisions affect risk, performance, and growth. An external advisor translates complex technical realities into business context to help directors fulfill their fiduciary duties, evaluate governance gaps, and make confident, well-informed decisions. Independent reviews also strengthen transparency and investor trust, showing that the organization takes technology and AI governance seriously. ▸How does an independent oversight review work?An **independent oversight review** provides a structured assessment of how technology and AI are governed within the organization. It evaluates alignment between business goals, risk management, and technical execution, producing a clear picture of strengths, gaps, and opportunities for improvement. The outcome is practical guidance the board can act on immediately — improving oversight, reinforcing trust, and preparing for future innovation or audit cycles. ▸When should a board add an independent director with technology or AI expertise?A board should consider adding an **independent director with technology or AI expertise** when digital strategy, data, or AI begin shaping core business risk and growth. At that stage, oversight requires a voice at the table who understands how technology decisions affect governance, compliance, and long-term value creation. As a board-certified director with deep experience in technology strategy and risk management, I serve as an independent member who helps boards strengthen trust, transparency, and decision-making around emerging technology and AI oversight. ![Image](https://kathkeating.com/wp-content/uploads/2023/03/640px-Monster.com_Logo_2019.png) ![Bramalea Partners is a VC firm with a portfolio of growth stage companies.](https://kathkeating.com/wp-content/uploads/2025/10/bramalea-partners-logo-1.webp) ![Image](https://kathkeating.com/wp-content/uploads/2023/03/adhoc-logo-green.png) ![AUTOPAY is a go-to online auto loan finance marketplace. They source the best lenders offering the best rates.](https://kathkeating.com/wp-content/uploads/2025/10/AUTOPAY_Logo-scaled-1.jpg) ![Seedtag offers a suite of Neuro-Contextual Advertising solutions based in Machine Learning and Artificial Intelligences to global brands.](https://kathkeating.com/wp-content/uploads/2025/10/1050-seedtag.png) ![Image](https://kathkeating.com/wp-content/uploads/2023/03/Webroot-logo.png) ![Image](https://kathkeating.com/wp-content/uploads/2025/09/Wave_logo_RGB-1.png) ![Image](https://kathkeating.com/wp-content/uploads/2025/09/Tilt_Logo.jpg) [](#prev)[](#next) ### Ways Boards Engage With Me Boards and investors work with me in two primary ways, depending on their governance priorities and stage of maturity. Both focus on building trust, transparency, and clarity where technology, risk, and strategy intersect. --- ##### Independent Oversight Review A focused engagement designed to assess how technology, AI, and risk are governed across your organization. I conduct an objective review of existing frameworks, risk management practices, and reporting structures — providing the board with clear findings and actionable recommendations. This review strengthens confidence in oversight, supports fiduciary duties, and demonstrates a proactive approach to governance and accountability. ##### Independent Board Membership Boards add independent directors when technology, AI, or data become material to growth, risk, and long-term value creation. I serve on both **governance and advisory boards**, bringing an informed, trusted voice to guide oversight, innovation, and responsible technology adoption. As a board-certified director (CDID) with deep experience in technology strategy and risk governance, I help align innovation with ethics, compliance, and resilience to strengthen trust and foresight across the organization. --- If your board is preparing for its next phase of growth or evaluating how to strengthen oversight, I’d welcome a conversation. Together we can determine which approach will bring the board the clarity that it needs to scale. [schedule a conversation](https://calendly.com/kathkeating-1/governance-ai-risk-intro) ### Experience by the Numbers - **30+ years** leading and advising organizations across SaaS, FinTech, HealthTech, and GovTech - $800M+ in **technology roadmaps** directed, managing up to $20M+ annual budgets. Teams from early stage to 450+. - **4x founder**, with one successful exit and global frameworks used by thousands of technology leaders. Published bestselling author. - **Advising several CEOs and CTOs** around the world through ongoing strategic, governance, and executive coaching engagements. - **Commercial AI systems built and scaled globally**, sustaining market leadership for more than three decades. ![Liquid: How CEOs & CTOs Unlock Flow and Momentum in Complex Systems is a bestselling book for CTOs and CEOs.](https://kathkeating.com/wp-content/uploads/2025/10/liquid-paperback-ebook.png)*Liquid*: *How CEOs & CTOs Unlock Flow and Momentum in Complex Systems* ### What Clients Say *“As CTO with one of our portfolio companies, Kathy stood out as an exceptional leader. She has a rare combination of deep technical mastery, organizational clarity, and calm, strategic judgment. She communicates complex ideas with precision and calm, inspires trust among investors and stakeholders and gives the board confidence in how technology decisions advance the company’s broader mission and outcomes.* *Kathy led the thoughtful adoption of AI-assisted engineering tools, internal automation systems, and data-driven analytics that materially improved velocity, quality, and cost efficiency. These initiatives weren’t just experiments; they created durable process improvements and true competitive differentiation.“* ![Andy Boyd, founder at Bramalea Partners](https://kathkeating.com/wp-content/uploads/2025/10/andy-boyd.jpeg)**Andrew Boyd** Founder at Bramalea Partners *“Kathy joined us as a Fractional, Interim CTO at a pivotal time of transition within our technology organization. While I focused on recruiting a permanent CTO, she not only stepped in to lead the team but also supported the recruitment process directly. She was a true partner to me and to the broader organization, bringing stability and clarity when it was most needed. Kathy provided valuable coaching and guidance to the leaders on the technology team, helping them navigate change and operate with greater confidence. Her experience and leadership were instrumental in preparing the organization for SOC 2 readiness, among other strategic priorities.“* ![Zahir Khoja, former CEO at Wave Financial](https://kathkeating.com/wp-content/uploads/2025/10/zahir-khoja.jpeg)**Zahir Khoja** Chief Executive Officer Growth Stage FinTech *“Kathy’s ability to problem solve and manage stakeholders is one of the key reasons we were able to see continued growth and development in the ever-changing landscape during this challenging time. She knows how to manage expectations, and deliver for the customers, our team, and our board. Kathy has been one of the most influential leaders with whom I have had the pleasure to work.”* ![Image](https://kathkeating.com/wp-content/uploads/2021/05/erich-hugunin.jpeg)**Erich Hugunin** Chief Revenue Officer Series B // B2B2C SaaS [](#prev)[](#next) ## Meet Kathy Keating **Great leadership isn’t about doing more. It’s about creating flow from friction and clarity from complexity.** As a technology strategist, executive coach, and board-certified director, I’ve spent more than three decades helping CEOs, CTOs, and boards align technology, leadership, and strategy to achieve meaningful outcomes quickly and effectively. **Highlights:** - Board-Certified Director ([CDI.D](https://www.corporatedirectorsintl.com/faqs)) and four-time founder with 30+ years leading and advising B2B and B2B2C SaaS, FinTech, HealthTech, and GovTech organizations. - Co-author of the bestselling book [*Liquid: How CEOs & CTOs Unlock Momentum In Complex Systems*](https://ctosentinel.com/liquid/) - Co-creator of the [CTO Levels](https://www.ctolevels.com/) framework, and creator of the [GEMs](https://kathkeating.com/get-your-okrs-out-of-my-gems/) framework used by technology leaders worldwide. - Known for driving clarity, alignment, and scale from restoring investor confidence and securing turnarounds to guiding startups through successful acquisitions. --- [read my full story](/about-kathy-keating-cto/) ![Kathy Keating is a technology advisor for CEOs and Boards who helps CEOs and boards align technology leadership, governance, and growth.](https://kathkeating.com/wp-content/uploads/2025/09/Kathy-Keating-2025.png) --- ### [CTO Advisory](https://kathkeating.com/cto-advisory/) **Published:** September 3, 2025 **Author:** Kathy Keating **Content:** # ### Strategic Technology Advisory for CEOs, CTOs, and Boards --- ##### Independent advisory that drives clarity, trust, and sustained speed. Aligned technology strategy and business goals create momentum that lasts. --- [book an advisory intro call](https://calendly.com/kathkeating-1/advisory-intro-30m) ### Where Technology Meets Strategy **Sustainable speed doesn’t come from doing more faster. It’s the outcome of aligned strategy, systems, and teams.** Growth brings complexity. As technology organizations scale, friction often shows up not in the code, but in the alignment between people, process, and strategy. CTO Advisory work bridges this gap. I partner with CEOs and CTOs to translate between technical execution and business outcomes to help leadership teams gain clarity, align direction, and build the systems that sustain speed and scale. ▸What is CTO Advisory?**CTO Advisory** is a strategic partnership focused on achieving outcomes more effectively through better alignment between business and technology. It builds trust, clarity, and accountability across leadership by connecting strategy, systems, and execution. The result is sustained speed, dependable online delivery, and a technology strategy that drives confident growth. ▸When should a company engage a CTO Advisor?Companies bring in a CTO Advisor when **growth, complexity, or change** make it harder to achieve outcomes efficiently. That might look like misalignment between strategy and delivery, loss of trust in timelines or priorities, or technology decisions outpacing business clarity. I help reestablish alignment, rebuild trust, and ensure strategy, systems, and execution move in sync, so the organization can scale with confidence. ▸How can Boards and Investors leverage a CTO Advisor?Boards and investors engage a CTO Advisor to gain clear, trusted insight into how technology strategy supports the company’s growth, resilience, and risk management. A CTO Advisor provides an **independent view** that translates technical realities into business context. This helps leadership communicate effectively, validate investments, and make informed decisions about innovation, delivery, and operational risk. The result is stronger governance, increased transparency, and greater confidence that technology is advancing the organization’s long-term objectives. ![Image](https://kathkeating.com/wp-content/uploads/2023/03/640px-Monster.com_Logo_2019.png) ![Bramalea Partners is a VC firm with a portfolio of growth stage companies.](https://kathkeating.com/wp-content/uploads/2025/10/bramalea-partners-logo-1.webp) ![Image](https://kathkeating.com/wp-content/uploads/2023/03/adhoc-logo-green.png) ![AUTOPAY is a go-to online auto loan finance marketplace. They source the best lenders offering the best rates.](https://kathkeating.com/wp-content/uploads/2025/10/AUTOPAY_Logo-scaled-1.jpg) ![Seedtag offers a suite of Neuro-Contextual Advertising solutions based in Machine Learning and Artificial Intelligences to global brands.](https://kathkeating.com/wp-content/uploads/2025/10/1050-seedtag.png) ![Image](https://kathkeating.com/wp-content/uploads/2023/03/Webroot-logo.png) ![Image](https://kathkeating.com/wp-content/uploads/2025/09/Wave_logo_RGB-1.png) ![Image](https://kathkeating.com/wp-content/uploads/2025/09/Tilt_Logo.jpg) [](#prev)[](#next) ### Where I Add the Most Value While every engagement is unique, there are consistent areas where strategic advisory delivers the highest impact. ##### **Scaling Organizations** Designing engineering and product orgs that grow without chaos. ##### **Turnarounds & Transitions** Restoring trust after CTO exits or leadership change. ##### **Investor Confidence** Translating technical risk into business language for boards and capital raises. ##### **Governance & Risk** Embedding practices that keep compliance, security, and delivery aligned. ##### **Executive Development** Guiding technologists as they evolve into enterprise executives. ##### AI Strategy Advising leaders on effectively & responsibly adopting AI and other emerging technologies to accelerate growth. ### **How CTO Advisory Engagements Work** **Every engagement is designed around the outcomes you want to achieve.** Whether you’re scaling fast, realigning priorities, or preparing for investment, our work focuses on creating clarity, strengthening decision-making, and sustaining speed through alignment. --- ##### **1. Assess & Align** We start by clarifying your goals, challenges, and desired outcomes to connect business strategy to technology execution. This phase builds trust, surfaces friction points, and establishes a shared understanding of where alignment will have the greatest impact. ##### **2. Focus & Plan** Together, we identify the areas that will create the most leverage from leadership communication to delivery systems to technical strategy. We design practical, high-impact steps that improve clarity, accountability, and confidence across the organization. ##### **3. Sustain & Scale** Advisory isn’t a one-time event; it’s an ongoing partnership. I stay engaged, at whatever level you need, as a trusted advisor, reinforcing alignment, ensuring accountability, and helping the organization sustain clarity and momentum as it grows. --- #### Let’s Create Alignment That Scales Growth moves fast, and clarity is what keeps it sustainable. If your organization is ready to strengthen alignment between business and technology, I’d love to start a conversation. Together, we’ll explore your goals, challenges, and see where advisory can create the most impact. [book an advisory intro call](https://calendly.com/kathkeating-1/advisory-intro-30m) ### What Clients Say *“Kathy played a major role in my journey from senior engineer to startup CEO. She helped me understand how to grow a team, how to refine my go-to-market strategy, and overall, manage my startup. She not only understands my technical challenges but also made recommendations on how to manage my team, pitch investors, and hire critical talent. I love Kathy’s communication style: it is clear and actionable.”* ![Julian Delange, CEO, Codiga](https://kathkeating.com/wp-content/uploads/2021/05/julien-delange.jpeg)**Julien Delange** CEO, Codiga *Acquired by Datadog* ## Meet Kathy Keating **Great leadership isn’t about doing more. It’s about creating flow from friction and clarity from complexity.** As a technology strategist, executive coach, and board-certified director, I’ve spent more than three decades helping CEOs, CTOs, and boards align technology, leadership, and strategy to achieve meaningful outcomes quickly and effectively. **Highlights:** - Board-Certified Director ([CDI.D](https://www.corporatedirectorsintl.com/faqs)) and four-time founder with 30+ years leading and advising B2B and B2B2C SaaS, FinTech, HealthTech, and GovTech organizations. - Co-author of the bestselling book [*Liquid: How CEOs & CTOs Unlock Momentum In Complex Systems*](https://ctosentinel.com/liquid/) - Co-creator of the [CTO Levels](https://www.ctolevels.com/) framework, and creator of the [GEMs](https://kathkeating.com/get-your-okrs-out-of-my-gems/) framework used by technology leaders worldwide. - Known for driving clarity, alignment, and scale from restoring investor confidence and securing turnarounds to guiding startups through successful acquisitions. --- [read my full story](/about-kathy-keating-cto/) ![Kathy Keating is a technology advisor for CEOs and Boards who helps CEOs and boards align technology leadership, governance, and growth.](https://kathkeating.com/wp-content/uploads/2025/09/Kathy-Keating-2025.png) --- ### [CTO Executive Coach](https://kathkeating.com/cto-executive-coach/) **Published:** April 24, 2023 **Author:** Kathy Keating **Content:** # ### Executive Coaching for CTOs and Technology Leaders ##### Accelerate your growth as a technology executive. Build clarity, confidence, and influence through proven frameworks, playbooks, and mentorship. Photo by [Rupert Britton](https://unsplash.com/@rupert_britton?utm_source=unsplash&utm_medium=referral&utm_content=creditCopyText) on [Unsplash](https://unsplash.com/photos/PBkPXCBECQ4?utm_source=unsplash&utm_medium=referral&utm_content=creditCopyText) # ### Why Coaching for CTOs Matters The transition from technologist to executive is one of the hardest journeys in leadership. As a CTO, you’re expected to scale teams, communicate strategy, influence peers, and deliver results. All while staying ahead of rapid technological change. My coaching focuses on that transformation: developing the clarity, confidence, and systems-awareness that define exceptional technology executives. Through my use of frameworks like [**CTO Levels**](https://www.ctolevels.com/) and [**CTO Sentinel**](https://ctosentinel.com/), you’ll learn to navigate complexity, build alignment with your CEO and peers, and proactively lead with clarity and influence. This isn’t about doing more, its about working smarter. It’s about learning to see the system at play around you, lead with intention, and create the conditions where great work can thrive. --- [schedule an intro coaching conversation](https://calendly.com/kathkeating-1/free-introductory-session) [![Image](https://kathkeating.com/wp-content/uploads/2023/07/CTO-Levels-Certified-Coach.png)](https://www.ctolevels.com/)[![International Coaching Federation Associate Certified Coach](https://kathkeating.com/wp-content/uploads/2025/10/icf-associate-certified-coach-acc.png)](https://www.credly.com/badges/28cea89a-158c-4d01-80e1-44f38850f00a/public_url) ![Julian Delange, CEO, Codiga](https://kathkeating.com/wp-content/uploads/2021/05/julien-delange.jpeg)**Julien Delange** CEO, Codiga *Acquired by Datadog* *“Kathy played a major role in my journey from senior engineer to startup CEO. She helped me understand how to grow a team, how to refine my go-to-market strategy, and overall, manage my startup. She not only understands my technical challenges but also made recommendations on how to manage my team, pitch investors, and hire critical talent. I love Kathy’s communication style: it is clear and actionable.”* *“Kathy is an amazing technologist, leader, mentor, author and friend. She embodies the very spirit of the “give first” ethos in so many ways. Founders in the Techstars portfolio vote for the best 1% of mentors in our network, and have named Kathy as one of these all-star mentors. More importantly, Kathy consistently show up with more than just experience and advice; she helps founders think broadly about about product, technology, leadership, and life. Kathy is especially adept at coaching founders through the “messy middle” that scaling companies typically go through. It’s an honor to work closely with her at Techstars to help countless founders succeed.”* ![David Cohen is the founder and CEO of Techstars, and accelerator program for early stage companies.](https://kathkeating.com/wp-content/uploads/2025/10/david-cohen-techstars.jpeg)**David Cohen** CEO and Co-founder, Techstars ### Ways to Engage Each coaching engagement is built around where you are in your leadership journey and how you want to grow next. Whether through private sessions, group learning, or entrepreneurial transition work, every engagement is grounded in the [**CTO Levels**](https://www.ctolevels.com/) framework and guided by the [**CTO Sentinel**](https://ctosentinel.com/) which highlight the desired outcomes of highly effective CTOs. --- ##### 1:1 CTO Executive Coaching Personalized coaching for CTOs and senior technology leaders who want to deepen their executive capability, communication, and confidence. We focus on real challenges: alignment with your CEO and peers, leading at scale, and sustaining clarity under pressure. Each engagement combines coaching, mentoring, and proven playbooks to accelerate your growth as a technology executive. --- [schedule a conversation](https://calendly.com/kathkeating-1/free-introductory-session) ##### Group Coaching for Startup CTOs A structured peer-learning experience offered through [7CTOs](https://7ctos.com/growth-cto-group-coaching/), built on the [CTO Levels](https://www.ctolevels.com/) framework. Group sessions help startup and growth-stage CTOs master the fundamentals of what it means to be an effective CTO from building trust with their CEO to scaling teams, setting strategy, and leading through rapid growth. You’ll learn alongside other technology leaders in a supportive environment designed to build momentum and accountability. --- [learn more about 7CTOs](https://7ctos.com/growth-cto-group-coaching) ##### Executive Coaching for Consultants Through [Consulting Success](https://www.consultingsuccess.com/), I coach technology and executive leaders who are transitioning from corporate leadership into consulting or fractional work. Together we clarify your positioning, align your expertise to market value, and create the structure for an advisory business that fits your goals and lifestyle. This work bridges identity, business design, and client strategy helping you confidently evolve from operator to advisor. --- [explore Consulting Success](https://www.consultingsuccess.com/) *“Kathy is a very experienced leader with an amazing ability to coach people, Kathy has helped me level up my leadership skills way beyond what I thought possible and help me truly understand the CTO role. I can confidently say that she has had an incredible impact on me and the organization I lead.”* ![Paul G. - AdTech CTO](https://kathkeating.com/wp-content/uploads/2023/11/paul-g.jpeg)**Paul Goldbaum** Chief Technology Officer High Growth Scaleup AdTech ### Frequently Asked Questions --- ▸What makes your coaching different from other executive coaches?My coaching is designed specifically for technology leaders and is focused on driving excellence and results in the role. It combines executive coaching methods with my decades of experience as a CTO, board member, and founder. You’ll get both coaching and mentoring including practical frameworks, playbooks, and systems thinking that help you see the bigger picture and lead more effectively. Every session is actionably-focused and outcome-driven, connecting leadership growth directly to business impact. ▸Who is your CTO Executive Coaching best suited for?I work with CTOs, technology executives, founders, and senior leaders navigating growth, complexity, or transition. That includes leaders stepping into new executive roles, scaling rapidly, or learning to align more effectively with their CEO and peers. If you’re ready to move from reactive problem-solving to intentional leadership, this work is designed for you. ▸How do I choose between 1:1 CTO coaching, CTO group coaching, or Consulting Success coaching?**1:1 executive coaching** is ideal if you want individualized support and a confidential space to work through executive challenges. This is often selected by CTOs in growth stage companies that need to move fast and are faced with specific challenges that need to be address. **Group coaching** through 7CTOs offers peer learning and shared accountability within a structured program built on the CTO Levels framework. This program is typically selected by startup CTOs and first time technology leaders (Engineering Managers, Engineering Directors, and VP Engineering) how need to master how to leave the foundational responsibilities effectively. **Fractional / Advisory executive coaching** through Consulting Success is for technology and executive leaders transitioning into consulting or fractional work building an advisory business rooted in clarity and expertise. Running a fractional and/or advisory business is not the same as working full time for another company. Getting up to speed quickly on how to run your business sets you up for more sustainable success. ▸What outcomes can I expect from executive coaching?Most leaders gain greater clarity, stronger alignment with their CEO and peers, and more confidence leading through change. You’ll develop the mindset and systems awareness of a seasoned executive: improving communication, decision-making, and organizational influence. Through this coaching, you’ll gain a clear understanding of what the CTO role truly demands and how to measure your effectiveness in delivering on those expectations. The goal is to help you lead with clarity, trust, and balance — creating results that last. ▸Do you coach Fractional CTOs?Yes. I coach Fractional CTOs who want to grow both as executive leaders and as business owners. Having built a successful fractional CTO practice myself, I coach from experience. I can guide you to integrate the [CTO Levels framework](https://www.ctolevels.com/) directly into your client engagements and business model. Through my coaching within [Consulting Success](https://www.consultingsuccess.com/) I also help you launch and grow your business quickly: clarifying your positioning, building a repeatable revenue engine, and establishing systems that support consistent, high-value delivery. Fractional work demands balance: leading multiple organizations, managing delivery and sales, and maintaining executive influence across varied contexts. Through coaching, we focus on clarity of positioning, business structure, and sustainable systems so you can lead confidently, deliver consistent value, and grow a thriving practice. [![7CTOs is a CTO peer group community with several program tiers tailored to unique CTO needs.](https://kathkeating.com/wp-content/uploads/2021/05/7CTOsLogoBlackPurple.png)](httsp://7ctos.com) [![SheTO was founded with the aspiration of closing the immense gender gap in engineering executive roles.](https://kathkeating.com/wp-content/uploads/2025/10/sheto-logo.png)](https://sheto.org) [![https://www.techstars.com/](https://kathkeating.com/wp-content/uploads/2021/05/Techstars_Logo_Primary_Black.png)](https://www.techstars.com/) [![With over 30,000 participants on over 750 public channels, Rands helps leaders cultivate the leadership skills essential to thrive in their roles.](https://kathkeating.com/wp-content/uploads/2025/10/rls-logo.png)](https://randsinrepose.com/welcome-to-rands-leadership-slack/) [](#prev)[](#next) ## Meet Kathy Keating **Great leadership isn’t about doing more. It’s about creating flow from friction and clarity from complexity.** As a technology strategist, executive coach, and board-certified director, I’ve spent more than three decades helping CEOs, CTOs, and boards align technology, leadership, and strategy to achieve meaningful outcomes quickly and effectively. **Highlights:** - Board-Certified Director ([CDI.D](https://www.corporatedirectorsintl.com/faqs)) and four-time founder with 30+ years leading and advising B2B and B2B2C SaaS, FinTech, HealthTech, and GovTech organizations. - Co-author of the bestselling book [*Liquid: How CEOs & CTOs Unlock Momentum In Complex Systems*](https://ctosentinel.com/liquid/) - Co-creator of the [CTO Levels](https://www.ctolevels.com/) framework, and creator of the [GEMs](https://kathkeating.com/get-your-okrs-out-of-my-gems/) framework used by technology leaders worldwide. - Known for driving clarity, alignment, and scale from restoring investor confidence and securing turnarounds to guiding startups through successful acquisitions. --- [read my full story](/about-kathy-keating-cto/) ![Kathy Keating is a technology advisor for CEOs and Boards who helps CEOs and boards align technology leadership, governance, and growth.](https://kathkeating.com/wp-content/uploads/2025/09/Kathy-Keating-2025.png) --- ### [Terms of Service](https://kathkeating.com/terms-of-service/) **Published:** April 22, 2025 **Author:** Kathy Keating **Content:** **Effective Date:** April 22, 2025 **Business Name:** KGK Consulting LLC **Business Address:** 2460 Red Hawk Place, Broomfield CO 80023 These Terms of Service govern your use of coaching, advisory, and consulting services provided by KGK Consulting LLC (“we,” “our,” or “us”) through the website . By engaging with our services, you agree to the terms below, including our policies on fulfillment, cancellations, and payments. #### 1. Description of Services KGK Consulting provides executive coaching, strategic advisory services, CTO-level consulting, and leadership development for technology leaders and teams. These services are delivered virtually through scheduled sessions or ongoing engagements. #### 2. Purchase Currency All prices are listed and billed in **United States Dollars (USD)**. #### 3. Customer Service Contact - 📧 Email: contact@kathkeating.com - 💬 Live Video or Chat: Available via appointment using calendaring links provided during engagement. #### 4. Refund & Cancellation Policy - **Coaching Sessions**: Refunds are not offered for completed sessions. Cancellations or rescheduling require 24-hour notice. - **Advisory Engagements**: Month-to-month retainers operate on a standard 30-day engagement window unless otherwise specified in a custom agreement. Cancellations must be submitted in writing at least 30 days in advance of the next billing cycle to avoid charges for the upcoming period. - **Workshops & Programs**: Refunds for multi-session offerings are available up to 7 days before the start date. #### 5. Delivery & Fulfillment - All services are delivered virtually via video conferencing tools (e.g., Zoom) unless otherwise agreed to. - Upon purchase or agreement, you’ll receive scheduling instructions and confirmation within 24 hours. #### 6. Legal or Export Restrictions We do not provide services to individuals or entities subject to U.S. trade sanctions or residing in restricted countries. #### 7. Promotions If promotions, trials, or discounts are offered, the conditions and expiration dates will be clearly stated at the time of offer. #### 8. Security & Payment Information All online payments are securely processed through Stripe. We comply with PCI standards and use HTTPS to protect your data during transactions. We do not store any payment information directly on our site. #### 9. Accepted Payment Methods We accept major credit cards including: - Visa - Mastercard - American Express - Discover --- ### [Privacy Policy](https://kathkeating.com/privacy-policy/) **Published:** May 1, 2021 **Author:** Kathy Keating **Content:** **Effective Date:** April 22, 2025 KGK Consulting LLC (“we”, “our”, or “us”) respects your privacy and is committed to protecting your personal information. This Privacy Policy explains how we collect, use, disclose, and safeguard your information when you visit our website . #### 1. Information We Collect We may collect: - **Personal Information**: Your name, email address, phone number, and any other information you voluntarily submit via our contact forms or during service registration. - **Usage Data**: Pages visited, time spent, and interactions with our site, collected via cookies or analytics tools. #### 2. How We Use Your Information We use your data to: - Respond to inquiries and support requests - Improve our website and services - Send occasional service-related communications - Provide coaching, advisory, or consulting services #### 3. Sharing Your Information We do not sell your personal data. We may share it with trusted third parties (e.g., scheduling or billing platforms) only as needed to deliver our services or meet legal obligations. #### 4. Data Security We use HTTPS encryption and industry-standard security practices to protect your data. Online payments are securely processed through Stripe, which is PCI-compliant. #### 5. Your Rights You may request access to or deletion of your personal data at any time by contacting us at contact@kathkeating.com. #### 6. Updates We may update this policy from time to time. Continued use of our site indicates acceptance of the updated terms. --- ## Categories ### [Lifestyle](https://kathkeating.com/category/lifestyle/) --- ### [Leadership](https://kathkeating.com/category/leadership/) --- ### [Operations](https://kathkeating.com/category/operations/) --- ### [Strategy](https://kathkeating.com/category/strategy/) --- ### [CTO Playbooks](https://kathkeating.com/category/cto-playbooks/) **Description:** So many technology leaders re-invent already solved problems. If there is a best practice for how to put a process into action, use the playbook, then focus your energy on true innovation. --- ### [The Execution Gap](https://kathkeating.com/category/execution-gap/) --- ### [Artificial Intelligence (AI)](https://kathkeating.com/category/ai-artificial-intelligence/) --- ## Tags ### [OKRs](https://kathkeating.com/tag/okrs/) --- ### [SMART](https://kathkeating.com/tag/smart/) --- ### [Goals](https://kathkeating.com/tag/goals/) --- ### [GEMs](https://kathkeating.com/tag/gems/) --- ### [Experiments](https://kathkeating.com/tag/experiments/) --- ### [Metrics](https://kathkeating.com/tag/metrics/) --- ### [decisions](https://kathkeating.com/tag/decisions/) --- ### [dialog](https://kathkeating.com/tag/dialog/) --- ### [effective dialog](https://kathkeating.com/tag/effective-dialog/) --- ### [annie duke](https://kathkeating.com/tag/annie-duke/) --- ### [change](https://kathkeating.com/tag/change/) --- ### [bold](https://kathkeating.com/tag/bold/) --- ### [courage](https://kathkeating.com/tag/courage/) --- ### [personal growth](https://kathkeating.com/tag/personal-growth/) --- ### [career growth](https://kathkeating.com/tag/career-growth/) --- ### [give first](https://kathkeating.com/tag/give-first/) --- ### [find startup cto](https://kathkeating.com/tag/find-startup-cto/) --- ### [cpto](https://kathkeating.com/tag/cpto/) --- ### [SDLC](https://kathkeating.com/tag/sdlc/) ---