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Dave Todaro
CEO at Ascendle | Accelerating Software Delivery | Author of the Bestselling Book: The Epic Guide to Agile | Master Instructor at Caltech
Dave Todaro is a software visionary, entrepreneur, and agile project management expert with a passion for technology. He started his first software company at the age of 15 and has since led award-winning product design and development teams across various industries.
In 2012, Dave founded Ascendle to help software leaders maximize business value from their development teams by delivering top-quality products on a predictable schedule. He is renowned for teaching agile software development techniques globally and advising companies on product strategy, project management, software engineering, and DevOps.
As a Master Instructor at Caltech and a guest lecturer at institutions like the University of New Hampshire and Boston College, Dave shares his vast experience and knowledge with thousands of individuals. He is also the bestselling author of The Epic Guide to Agile, a book that has become a go-to resource for both multinational corporations and academic courses.
Beyond his professional endeavors, Dave Todaro is an experienced pilot with an instrument rating and a passion for aviation, which he incorporates into both his business and leisure pursuits. He is also an avid golfer, always striving for that perfect shot on the course.
Highlights
I was asked recently by a longtime client about org design, as it pertains to product and technology in software companies.
He asked whether product reports into technology or if technology should report into product.
I said: neither.
The best organizations I've seen have had two parallel verticals: one for product headed by a Chief Product Officer (CPO) or similar, and one for technology headed by a Chief Technology Officer (CTO).
There should be a combination of tension and respect between those roles, and there should be very specific areas of ownership.
I've seen these two rules work well:
👉 Product can't tell technology how to build it. 👉 Technology can't tell product what to build.
Remember when I mentioned mutual respect? If tech says, "We need time to implement some security stuff," product shouldn't say "Bfft. I'm in charge here. Just keep focusing on those features."
Instead, they should talk about it, product should understand the "why," and they should work together to figure out how to appropriately prioritize the work.
I realize this may be a pipe dream in some orgs, where it seems like product and tech are at each other's throats all the time - but striving for this state of being will notch up your ability to deliver as a unified organization to drive revenue goals.
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