Yoel Marson - CTO - Interview

#CSuiteSessions

Yoel Marson Interview (CTO, Technology Thought Leader)

I've wanted to interview Yoel for a number of months due to being recognised as hands-on technology leader who helps transform companies, build wealth and create fabulous new user experiences. A focus that all businesses should have in the current environment.

As a background Yoel started his career in a research team in JP Morgan with an MSc in Economics and Statistics. Moving on to a series of exciting startups before making his way up the ranks at Yahoo where he managed engineering for one of their largest products. Since then Yoel has acted as CTO and Head of Tech in numerous high profile businesses, leading with a combination of best practices across development, architecture and infrastructure and his own unique methods and style.

NH: Talk us through your rise to CTO?

YM: As a software developer my only ambition was to become increasingly better at my craft and learn new technologies. What triggered my move into management was the desire to be the one that makes the decisions. I gradually moved from leading small teams to head of development roles then eventually to CTO.

The best thing about being a CTO is the variety across technology, management, process and product.

NH: How did your childhood impact your where you are today?

YM: Like many people my first experience with computers was with the ZX81 and Spectrum. I would write games as well as trade them with friends. I don't actually remember learning to code...it just happened and remained with me since. I can not recommend enough learning to code as young as possible so that it becomes an innate skill.

NH: What are the key advancements you've seen in software engineering recently?

YM: In recent years I've become as much enamored with infrastructure and automation as software development. The ability to create an entire environment and tear it down in a single click is incredible, leveraging the increased abstraction from the physical reality provided by the likes of Amazon Web Services and Azure.

NH: How do you think these advancements will impact the industry and society?

YM: These practices have led to increased blurring between the skills involved in infrastructure and development; and indeed testing. I think the principles involved in re-using resources with virtual infrastructure will be diffused to other areas of life.

NH: Where do you see the opportunities ahead?

YM: I see a commoditization of much of the functions that software development teams are working on today; especially across web services and front end experiences. More resource and focus will be on real IP and research. Code that writes code. Expecting more leaps in human-computer interaction, virtual reality, autonomous robots, artificial intelligence and renewable power.

NH: How do you define what good management looks like?

When I started off in management I suffered from impostors syndrome; doubting that I deserved to be at the top with so much talent below me. Despite overcoming that, I still don't feel entitled and am always looking for new ways to add value.

For me that's about driving initiatives that enhance quality and efficiency, formulating real communicable strategy, product and technology thought leadership and changing people. The latter gives me the most satisfaction; especially when you've transformed someone's life forever.

NH: You've built, highly successful teams, what's been your approach? What pitfalls should you always be aware of?

YM: A great team is like a football squad; Not having had the luxury of affording a team of Galacticos I've pieced together enough speed, passion, work rate and discipline to give Barcelona a run for their money. I'm looking for people who either brilliant or workhorses or both; I like people who are only 80% engineers but are product-aware, can communicate, take ownership and plan too.

I have developed my own interviewing technique that gives me the best chance of hiring the right people. The biggest mistakes I have made are persisting with talented but toxic individuals and not dealing with conflict early enough.

NH: What trends currently excite you?

YM: A definite convergence towards REST microservices and better standards in coding and authentication. Its making it easier to take on new staff and get them effective straight away.

NH: What do you see as the main challenges organisations face in the near future and how should a CTO be working with a board to ensure they navigate these times?

YM: Agile adoption has been hit and miss despite being the defacto methodology for most software engineering companies. I see its spirit being adopted at the highest level of organisations in different forms and having massive impact on organisational design. I think organisations will become much flatter and many existing functions will be questioned.

NH: Out of the office, what are your interests?

YM: I love to stay fit and run and have won a couple of Parkrun 5k races. Nothing like putting on a race number and just being an athlete for a few hours! Am obsessed with cinema and watch as many movies as I can with my kids. My mother and brother are artists but I express my creativity in writing; ranging from poetry to articles about software development and technology.

NH: Interesting, can you give us a flavour of the articles you are writing?

YM: Am writing a series of articles on Society, Technology and Economics. I believe we're on the verge of an unimaginable revolution in manufacturing and construction that will change life as we know it. Am curious about how we can seize on these opportunities to rebuild the UK Economy in the post-Brexit era. Like many others I'm thinking about what automation means for human interaction and how we are going to keep busy in the future. 

NH: How does a board work best with a CTO?

YM: A strong executive team should challenge and respect each other in equal measure and a board mirrors that. I would like a board to ask me what is the single most critical item in my IT Strategy and how can they help that happen.

NH: Finally, as part of our interview series we ask you to ask one question you want answered by our next interviewee?

YM: How do you see the role of the CFO evolving in the next decade?

NH: Yoel, it's been an absolute pleasure. 

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It was fascinating going back and forth with Yoel Marson, our conversation went on long after this interview discussing more trends in details.

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Nick Harrington

Nick Harrington is the CEO of Eximius whose focus is on consulting and delivering solutions across the private sector regarding structuring boardroom and senior management talent. Leading the C-Suite Team that advises on building teams in an interim or permanent capacity.

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