David Pinkus

WORK HISTORY

EDUCATION

SKILLS

ABOUT DAVID PINKUS

Vendors, please stop. I\'m not in a buying cycle, I have no money, I make no decisions, I need no contractors on-shore, near-shore, or off-shore, and we don\'t have synergies that we should mutually explore. It\'s draining and annoying to deal with an unrelenting barrage of unsolicited and irrelevant LinkedIn messages. Frankly it\'s completely ruined the platform for me. Thank you.For everybody else : I\'m a slightly atypical CTO because I believe great software engineering is equal parts computer science and social science, so I\'m constantly emphasizing with my teams the need to \"be the customer\" and build software that demonstates an extreme amount of customer empathy. I’ve done every role in product development including software engineering, product management, quality assurance, sales, pre- and post-sales support, executive management, raising capital, angel investing, and serving on various advisory boards. I\'m comfortable from code reviews to the board room and everything in between.ACROSS MANY VERTICALS AND SIZESI’ve been with private companies and public companies, from startups where I raised venture capital to mid-sized companies where we sold to private equity, to large public companies and across several verticals including Education, Software, Databases, MarTech, PropTech, FinTech, and HRM. I’m most drawn to roles where I can have a meaningful impact. THE CLOUDI’ve used Google’s, Amazon’s, and Microsoft’s respective cloud offerings, and there are two criteria for a truly successful cloud project: Building elastically so that you are scaling up and down with actual load (and not paying for idle servers), and taking advantage of the millions of lines of software that each of those vendor has written to provide services within their clouds. Which particular cloud provider matters less than your team’s experience, as the learning curve is primarily with the cloud platform’s services. PEOPLE, STRATEGY, PROCESSI believe in the power of people, strategy, and process, in that order. Teams need high levels of trust, respect, and emotional safety to perform their best. Once the right people and teams are in place, they’ll work best with a strategy that has realistic goals and commensurate funding and realistic schedules. You can do things better, faster, cheaper, but only if the process is primarily focused on driving out inefficiencies, which requires developing a culture that embraces learnings, post-mortems, and a level of humility (which of course starts with the right people).