CTO

I used to see success as optimizing architectures, delivering stable cloud environments, and solving complex technical problems. But during my Executive MBA at IIM Ahmedabad, that perspective changed.

I started thinking less like a technical leader—and more like a CTO.

Here’s what that shift looked like:

🔹 1. From Cost Optimization to Value Creation

Before: “We saved 20% on cloud spend.” Now: “How does this contribute to revenue growth, strategic advantage, or customer stickiness?”

MBA thinking reframed every tech decision in terms of business value—not just efficiency.

🔹 2. From Technical Alignment to Business Impact

My role expanded from aligning with dev and ops… To aligning with GTM, risk, compliance, and CXO vision.

Great CTOs don’t just align tech. They align influence across functions.

🔹 3. From Execution to Strategic Timing

I used to focus on how to build. Now I ask:

“Why now? Why us? What if we don’t?”

This lens creates urgency, clarity, and the space to say no to things that don’t move the business forward.

🔹 4. From Projects to Platforms

I moved from building discrete projects… To enabling platforms that:

  • Scale across business units
  • Power data-driven decisions
  • Enable ecosystems and external integrations

CTOs think in flywheels, not one-off deliveries.

🔹 5. From Technical Authority to Strategic Influence

CTOs aren’t the smartest person in the room—they’re the best at uniting smart people behind a shared vision.

MBA training sharpened my skills in:

  • Executive storytelling
  • Financial framing
  • Navigating stakeholder politics

Because at the executive level:

Influence matters more than control.

🚀 My takeaway:

The MBA didn’t just teach me finance or strategy. It taught me to lead with technology—but not through technology alone.

If you’re a technical leader aiming for executive roles, invest in learning how business thinks. You’ll not only ship better solutions—you’ll shape the future of the company.