When I became a CTO, I knew the role would involve making technical decisions, shaping product direction, and thinking about scalability.
What I did not fully appreciate was how often leadership would require me to move between the big picture and the smallest implementation details.
One moment, I am thinking about architecture, business priorities, and the future of Foodmartex. Next, I am sitting with our frontend developer, tracing an API response, investigating a broken user flow, or figuring out why the interface is not behaving as expected.
That contrast has become one of the most rewarding parts of the role.
Leadership Is More Than Giving Instructions
It is easy to imagine technical leadership as having all the answers and telling people what to do.
My experience has been different.
Sometimes leadership means providing direction. Sometimes it means asking the right questions. Other times, it means getting close to the problem and working through it with the person responsible for solving it.
Helping our frontend developer has taught me that my job is not to take over whenever something becomes difficult. My responsibility is to provide enough clarity and support for the developer to move forward confidently.
The goal is not dependence. The goal is growth.
The Frontend Reveals the Truth
A backend feature can look complete until someone tries to use it through the interface.
That is where hidden problems begin to appear: inconsistent API responses, unclear status transitions, missing validation, confusing user journeys, and assumptions that seemed reasonable during development but do not work in practice.
Working closely with the frontend has helped me see our product through the eyes of the people who will eventually use it.
It has also reminded me that the frontend and backend are not separate products. They are two parts of the same experience. If they do not communicate properly, the user does not care which side caused the problem. They only know that the product is not working.
Knowing When to Step Back
Being hands-on comes with its own challenge.
When you have the experience to solve a problem quickly, it can be tempting to jump in and do everything yourself. But constantly taking over may fix today’s issue while preventing someone else from developing the confidence to solve tomorrow’s.
I am learning to pause before stepping in.
Does the developer need an answer, more context, or simply the space to investigate?
Good technical leadership requires knowing when to lead from the front, when to work beside your team, and when to get out of their way.
I Am Growing Too
The work we are doing on Foodmartex is still a journey. We are building, testing, correcting assumptions, and strengthening the foundation behind the product.
But the product is not the only thing being developed.
This experience is also shaping me into a better leader: one who listens more carefully, communicates more clearly, and understands that leadership is not about appearing distant from the work.
It is about being close enough to understand the challenges, experienced enough to provide direction, and disciplined enough to let other people grow.
I am still learning.
I am still building.
And that may be the most honest description of leadership I can give.
