The dramatic risk everyone first considers is, what if this is not a good fit? The emotional capital expensed when unwinding a relationship with an underperforming team member can be taxing. This is a red herring. Yes, you've invested a lot in sourcing, hiring and training. Yes, you've started to build a personal connection which makes a divorce even more painful. However, what CTOs should really protect is not emotional capital, but intellectual.
Keyman risk can kill a company. The process of creating this is formulaic. When CTOs get out of the driver seat and hand the keys to an in-house technical team, a lynchpin is born. As domain knowledge increases over time, the juggernaut grows. This if further amplified when the technical team wears several different hats while building a digital product. In other words, the smaller the team the greater the concentration of knowledge.
Bringing in a third-party is a natural way for CTOs to increase their development velocity and quality while diversifying and mitigating risk. CTOs have the opportunity to start small, scale fast, and change quickly. It is common for a digital product to experience a few twists and turns during their journey – having access to on-demand talent makes it easier to fine-tune or pivot your product market fit. While a digital partner does have drawbacks, we believe our True Partnership
model culls many concerns and aligns incentives.