| 1. you don't handle a team of 50-70, you hire good team leads and handle only the team leads, trusting them to do their job and try to get what they want from top management done 2. there are a lot of books on that subject, but the most important thing imho is that you and your company about the KPIs they chose. It's an art like painting. If you do the colors and forms the way others do, it is very unlikely that you will beat competition, and if there would be a book that would tell you, everybody could become Picasso. I think this is the main challenge of being a C-level, all the rest is well documented. 3. Same as 2. I see you are addicted to perfect methods which even in team lead positions doesn't apply/exists. It isn't coding. If anybody knew the right way, they could just do it infinitely and create infinite useful companies/products. 4. I'd get a good communication course and practice often in different situations, you need to become very good in "powerpoint karaoke" and it's mostly a selling skill. 5. There is an infinite amount of information in that subject, you need to figure out what the combination of (you+company) needs and focus only on that. My 2 cents: You should focus on creating a good environment for the people that work with you, so that they can just have a lot of autonomy and are empowered, feeling responsible for the future of the company. All your worries above are partially useless, things such as KPIs isn't so much a thing that a CTO should control/care. Instead create an environment that people would come up with ideas of what to do and you just enable them. |