If you’ve just stepped into the CIO role and you’re staring at a blank org chart wondering where to begin, you’re not alone. It’s one of the most common situations I hear about in my work. A new leader walks in, charged with making technology a core strength, but they’re starting from zero.
So here’s what I’ve learned from working closely with leaders in this exact spot. Think of this as a conversation between us, the kind where you’ve just wrapped a long week, you’ve got a drink in hand, and you want to hear from someone who’s
seen it before.
Start With the Why
The very first step is not writing job descriptions or scouring LinkedIn. It’s defining what success looks like, three to five years down the road. Are you trying to transform IT into a strategic enabler for the business? Reduce technical debt?
Launch a new digital platform?
Too often, leaders jump into tactical hiring before they’re aligned with the long-term vision. But clarity upfront pays off later. Once you define the outcomes, you can more confidently design a structure to deliver on them, rather than hiring
reactively.
Work Backwards From the Future Org Chart
Rather than building from the bottom up, I recommend thinking top-down. Who are the key players you’ll rely on directly? What responsibilities do you want to delegate immediately so you can focus on strategy?
Identify the roles that provide you with the most leverage. Do you need someone who can manage architecture while mentoring junior engineers? Someone who can handle vendor negotiations or security compliance? Define those leadership
needs first, and only then think about the layers beneath.
Prioritize Relationship Builders
Technical skills are table stakes. When you’re building from scratch, what separates high-impact hires from everyone else is their ability to integrate quickly and build strong relationships across the organization.
You want people who can talk to other departments, not just configure servers or write code. People who can ask the right questions, listen actively, and help you uncover the gaps you didn’t even know existed yet. Relationship builders earn
trust fast, and that’s gold in any new team environment.
Avoid the Shifting Target Trap
One of the biggest obstacles I see during team builds is when the target keep moving mid-search. It usually starts with a vague idea of what the team needs, then evolves every time a resume crosses the desk. Someone has deep infrastructure knowledge, suddenly that’s a priority. The next candidate brings a product mindset, now we’re thinking maybe this should be a more strategic role.
If you’re constantly shifting the goalposts, not only does the search get longer and more expensive, but the team never stabilizes. That creates stress on existing staff, delays project timelines, and increases the risk of making the wrong hire.
Before you start interviewing, define the role’s outcomes, scope, and purpose. Clarity saves everyone time and gives your future hires a fair shot at success.
Don’t Bet Too Heavily on AI
Lately, there’s a growing expectation that AI tools can fill talent gaps. I’ve talked to leaders who assume that by plugging in the right AI system, they can combine two roles into one or even avoid hiring entirely. But here’s what I’m seeing on the
ground: while the tools are powerful, most organizations don’t yet have the capability to actually use them well. Especially when those tools are expected to compensate for a lack of skilled staff or institutional knowledge.
Instead of acting as a magic fix, in many cases, AI ends up highlighting existing gaps in skill or staffing, rather than closing them.. People aren’t quite sure how to use it, or they don’t trust the output, or it becomes yet another system to manage.
I’m not anti-AI, far from it, but it needs to be adopted with a clear understanding of its limits. The best hires are still the ones who can make sense of ambiguity, lead through change, and collaborate cross-functionally. AI can help them move faster, but it can’t replace that mindset.
Use Contingent Help When It Makes Sense
Not every role needs to be a permanent hire right away. If you’re experimenting with a new function or your long-term budget is unclear, contingent hiring can give you flexibility while you figure things out. I’ve seen teams bring in someone on a contract basis, realize they need that expertise longer-term, and then convert them to full-time once the scope and value become obvious. That’s not just about saving money, it’s about learning what your team really needs before you commit. Done right, it reduces hiring risk and lets you test roles in real-world conditions.
Choose the First Five Carefully
When building a team from scratch, those first five hires are foundational. They shape how decisions are made, how people communicate, and what kind of culture takes root. You’re not just hiring individual contributors. You’re hiring people who will influence the tone and rhythm of the team for years to come. They need to thrive in ambiguity, take initiative, and help establish systems and norms. These decisions are among the most strategic you’ll make as a new CIO. They deserve your full attention.
Trends That Are Quietly Reshaping the Talent Market
Behind all the big conversations about tech and transformation, there are some quieter shifts that are worth paying attention to. One is the increasing reliance on managed service providers. Many organizations are scaling back their internal headcount and leaning on MSPs to fill critical functions. It’s not just a budget play; it’s also about flexibility, especially when hiring is slow or uncertain.
Another shift I’ve noticed is that entry-level hiring, especially in software development, has slowed significantly. Roles that used to be abundant, those first rungs on the tech career ladder, are now hard to find. It’s putting new grads in a tough spot, and it’s creating long-term implications for how teams grow and mature. AI might be part of that shift, but I suspect it’s more about budget caution and leadership uncertainty than technological disruption alone.
Interestingly, consulting is picking up momentum again, both on the large and small scale. Companies seem more willing to spend on specialized expertise than on headcount. This creates opportunities for strategic projects, but also means that internal teams need to be better at managing external partners and keeping the long view in mind.
And then there’s the human factor. Despite all the automation and AI, I see a renewed appreciation for human interaction. The friction of navigating chatbots, automated phone trees, or faceless portals has made people more aware of how refreshing it is to just talk to someone who gets it. Whether you’re building a service desk or a dev team, don’t underestimate the value of a friendly voice and a problem-solving mindset.
A Word About Employment Gaps
One topic that’s become more common and more complex is how to navigate long employment gaps. I’ve talked to a number of professionals lately who’ve taken six months or more off after a layoff. Some had severance, some needed a
break, and all had reasons. I respect that.
But it’s also true that those gaps can become a barrier. If someone hasn’t interviewed, networked, or stayed engaged with the market, it can be tough to re-enter, especially in today’s environment. Employers are asking more questions, and hiring managers want to know someone’s still sharp, still motivated, and still up to speed.
That’s not a judgment. It’s just the reality of a talent market that’s more cautious and more competitive than it was even a year ago.
Leading with Purpose
The decisions you make in your first 90 days as CIO will echo for years. Building the right team is the most important part of that. You’ll set the tone through who you hire, how you delegate, and what kind of relationships you build.
If I had to sum it up in one line, it’s this: lead with intention, hire with empathy, and never forget that technology may evolve, but people stay human.
If you need help mapping out that first layer, clarifying roles, or just figuring out what kind of leader you want to be in this moment, I’d be happy to share what I’ve seen work.
Let’s build something that works.
Need help navigating your career path? Check out our website.
