Chief Information Officer
Owns the software the company runs on — what you buy, how it is connected, who can get into it, and what happens when it goes down.
Who to hire
The shape of person who does this job well — and whether you should be hiring it at all yet.
Distinct from the CTO: the CTO builds the product, the CIO runs the company's own systems. In a small company the same person does both; the CIO becomes a separate seat when the internal stack is itself a risk — a dozen SaaS subscriptions holding customer data, staff in four countries, a compliance regime to satisfy. Fractional works well here because the work is lumpy: a selection, a migration, an audit, then quiet.
Education
Information systems, computer science or an accounting-systems background. In a regulated company, audit literacy matters more than a technical degree, because most of the job is evidence.
Experience
7+ years, including at least one system migration done without losing data and one access review that found something. Ask about a migration that went badly — the useful answer is specific about what they would cut next time.
Vertical / domain experience
Regulatory domain matters, not industry domain: whether they have worked under SOC 2, HIPAA, PIPEDA, GDPR or PCI DSS changes how they approach the same stack. A CIO from an unregulated consumer company will underestimate the paperwork of selling to a hospital.
What it pays, roughly
$95,992 median, Canada — for Computer and information systems professionals, the closest occupation Statistics Canada actually measures, measured from $85,010 to $103,002 over 202,605 people. That occupation is broader than this role, so read it as an anchor, not a salary band — and note that a startup usually pays below it in cash and above it in equity.
Credentials and certifications
What exists, who issues it, and whether it means anything for this seat. A credential is evidence of a floor, never of judgment — and in a few of these roles it is a legal requirement rather than a nice-to-have.
| Credential | Issued by | When it matters |
|---|---|---|
| CISA — Certified Information Systems Auditor | ISACA | The audit-side credential; reads as credible to the people who sign off your controls. |
| CGEIT — Certified in the Governance of Enterprise IT | ISACA | Governance of IT spend and risk; relevant once there is a board asking about it. |
| ITIL 4 Foundation and above | PeopleCert (AXELOS) | Service-management vocabulary. Useful if you will run a helpdesk; largely ceremony if you will not. |
| CIPM / CIPP — privacy management and privacy law | International Association of Privacy Professionals | Worth real money the moment you hold personal data across borders. |
What this role does at each stage
The same title means three different jobs depending on how much money is in the bank. Read the stage you are at, then read the next one — that is what you are hiring toward.
Nobody. The founder picks the tools and keeps the list of them in one place — that list is the whole job at this stage.
A fractional day a month, or the CTO wearing the hat. The deliverables are small and permanent: single sign-on, a password manager everyone actually uses, an offboarding checklist, and backups of anything that is not in a SaaS you trust.
A real seat, often titled Head of IT or Business Systems. Owns access reviews, the SOC 2 or ISO evidence trail, vendor renewals, and the integration layer between the CRM, the finance system and the product.
Can one person hold this and something else?
The whole point of the many-hats problem: which of these jobs merge safely into one person, and which merges quietly cost you money or control.
Merges well with
CIO + CTO is the usual merge. CIO + CHRO is an underrated one at seed: onboarding and offboarding a person is mostly an access-management task, and one owner means a leaver loses their accounts the same day.
Keep separate from
No structural conflict, but the CIO should not be the sole approver of their own spend once the software budget is material.
Reading a candidate
What good looks like in an hour, and what should stop the process.
Good signals
- Starts with an inventory of what you already pay for
- Cares who has access to what and can produce the list
- Treats a migration as a data problem, not a licensing problem
Red flags
- Reaches for an enterprise suite for a 12-person company
- Measures success in tickets closed
- Cannot say what happens if the main SaaS vendor goes down for a day
The jobs under this seat
What this hat is actually responsible for once there are people doing it. Every one is a page of its own — and at seed most of them are the same two people, which is what the merge notes above are about.
Builds and runs the product. At senior and staff level, also decides how it is built and raises everyone else's output.
Owns the part the customer touches — and, at architect level, the structure that keeps a large interface maintainable.
Owns the numbers the company trusts: the pipelines, the definitions, the warehouse and whether two dashboards can…
The whole department: Technology · every job in one list
What this role runs on
The software categories this seat lives in, each linked to the screen of who sells it — the incumbent, the challengers and what the lock-in is.