Chief Technology Officer Interview Questions

'Coming from an IT background, I sometimes take a technical, hands-on approach in the company's software development. I also have a background in web development with leadership roles overseeing a team, giving me the flexibility to bring both styles to the role of chief technology officer.'

'My coding language experience includes JavaScript, C++, and Python, and I'm open to learning new programming languages. Previously, I worked with a gaming development company and coded the first MVP landing pages for a new game, then I was responsible for improvements and updates.'

'I have experience with Monday.com, Smartsheet and Adobe Workfront and am willing to learn others. I especially like cloud-based programmes with online spreadsheets for tracking at any location.'

'In a previous position, I had a conflict with another software developer. We agreed to meet and discuss our viewpoints without interruption. This way, we could give recognition to each other, sort through our ideas and come up with what we agreed was the best solution.'

'I follow several IT business websites, and I'm a member of the Australian Information Industry Association and the IT Professionals Association. I attend webinars, podcasts, conferences and follow blogs. I set Google alerts and watch TED Talks. I also follow Gartner, Quartz, Vox, Slate and read publications such as Wired.'

'Cloud spending will triple, industry competition will be a battle of technology stacks with serverless architecture. Augmented reality and wearables will be the norm, as will wireless conference rooms and 3D printing. I anticipate major growth in IoT, driving a trillion-sensor economy and climate-resilient infrastructure, computer and device screens replaced by eyewear, and $1,000 computers that will process information at incredible speed. Other predictions are a global eight billion people hyper-connected at speeds over one megabit per second, internet access 1,000 times faster, global mobile web traffic at 126 exabytes, and global internet traffic at 452 exabytes.'

'To help inspire my staff, I lead by example, have one-on-one meetings outside the office, provide in-office group lunches and attend conferences with them. Other motivation strategies I use include encouraging solutions over problems, praising team efforts and delegating responsibilities. I treat my team as experts, respect their expertise, promote innovation and reward results. I take the time to communicate and determine what motivates each person, then reward them based on their needs.'

'As a leader, I use a coaching style when delegating tasks so I can assess team members' weaknesses, strengths and motivation. I use a visionary and strategic style when I need to drive progress, implement change and establish an organisational bond. Most often, I use a democratic leadership style to encourage collaboration, participation and an exchange of ideas and engagement.'

'I put the project request in writing with clear, concise context in understandable language. Describing the benefits, I put my best argument forward, which includes ROI calculations, cost savings and deliverables. I develop an elevator pitch adjusted to various audiences, such as upper management and other stakeholders. Stakeholder support prior to the budget meeting presentation helps the approval process and reduces barriers against the project.'

'I have experience with Excel, ClearCost software, and ITAM, which tells me who is using which resources. I use the existing budget as a baseline, the new budget as a strategic tool, and prioritise budget asks. Within prioritisation, I schedule the most critical discretionary expenses in the first and second quarters. Baseline numbers include fixed costs, new equipment, programming, changes in systems, staff changes and operations costs. I determine if I need to outsource processes, financial options or contingency plans, and I identify assets coming off depreciation schedules.'

'I would re-prioritise projects and goals and reallocate resources. For instance, I would merge our databases and scale back our infrastructure costs. I would talk to the team to identify cuts and with stakeholders to identify projects that can be deferred. It would be helpful to assign more tasks to contract workers or interns instead of hiring new staff, plus limit or cancel any travel.'

'I get a clear understanding of the deliverable desired by the request and give an explanation addressing the unfeasibility of the request while providing appropriate information such as costs, ROI and architecture limitations. If possible, I offer alternatives.'

'I would weigh the advantages and drawbacks of the decision based on what we want the technology to accomplish. To streamline a process, I'd support investing in our current technology. However, I'd have to examine the costs, quality and time requirements to change an existing system. Depending on the required deliverable, I might consider buying a low-cost technology solution. If we're adding products, I would support R&D because it creates new products, adds features above the current architecture, and connects various parts of our company's strategy and business plan.'

'There are a few steps to follow to get through changes, and each one has a long list of tasks attached. But the big picture includes explaining the "why" of the changes and giving insight into the benefits. Being transparent and communicating an overview of the process with its specific changes is vital. I also provide a timeline and training, and ask for feedback.'

'While a cybersecurity officer may report to me, I hold the final responsibility for the cybersecurity of our company. I ensure compliance and security in every decision I make, continually review what we have, and ensure that the right processes, people and technology are in place for monitoring security at all levels.'