CTO Series: The Anti-Scaling Paradox: Why and When a CTO Should Refuse to Grow His Team | Markus Hjort

In this BONUS episode, we dive into a fascinating conversation with Markus Hjort, Co-founder and CTO of Bitmagic. With over 20 years of software development expertise, Markus shares invaluable insights on tech leadership, team scaling, and how AI is transforming the landscape of software development. From pivotal career moments to practical advice on aligning tech strategy with business objectives, this episode offers wisdom for technology leaders and developers alike.

"As a leader, for me, it is important that we have a positive attitude."

Markus reflects on two pivotal experiences that shaped his leadership philosophy. Early in his career, he received feedback about his positive approach to challenging tasks, which reinforced his belief in maintaining an optimistic outlook when facing difficulties. This approach has allowed him to inspire team members during tough situations. The second defining moment relates to estimation skills. After participating in a rescue mission for a delayed project, Markus learned the importance of making realistic ballpark estimates rather than succumbing to unrealistic deadlines. His initial two-year estimate for a project was met with resistance from a client who wanted it done in two months, but the project ultimately took four years to complete - twice his original estimate.

• Leads by example with a positive attitude toward challenges

• Values the skill of making quick but realistic ballpark estimates

• Recommends "Programming Pearls" for developers to improve estimation skills

• Emphasizes that product developers should create different options to reach goals

In this segment, Markus refers to the book Programming Pearls.

"Nothing should come for me as a surprise."

When it comes to ensuring tech strategy supports business goals, Markus emphasizes the importance of continuous communication with key stakeholders. Through regular informal discussions, he stays aware of emerging ideas and maintains strong relationships with decision-makers. This approach helps him anticipate future feature requirements and translate technical strategy into business objectives. The foundation of this alignment is built on trust and transparency.

• Maintains constant discussions with critical stakeholders

• Develops awareness of emerging ideas through informal conversations

• Identifies and builds relationships with decision-makers

• Translates technical considerations into business language

"In the end we create the shared understanding and the habit of working together which creates better alignment and trust."

While structured meetings are important, Markus believes that true collaboration happens when people work together across departmental boundaries. In previous roles, he implemented small, cross-functional teams that included business representatives during feature development. At Bitmagic, they conduct regular gameplay test sessions that anyone in the company can join, fostering unpredictable connections and conversations. These informal interactions are especially valuable in a remote-only company.

• Creates small teams with business representation for feature development

• Implements regular demo sessions open to everyone in the company

• Encourages cross-departmental work to build shared understanding

• Emphasizes the importance of informal discussions in remote environments

"You have to be careful when to scale, and when not to scale."

Markus advocates for a measured approach to team growth during scaling phases. He believes in small teams of talented individuals and prefers to grow at a deliberate pace rather than rushing to add new members. Sometimes, he's even paused hiring to focus on meeting milestones with existing resources. When rapid scaling is necessary, Markus recommends considering contractors to reduce risk and gain specialized expertise quickly, particularly in fields like gaming that require deep specialization.

• Believes in small teams of talented individuals

• Grows team size at a deliberate pace

• Sometimes pauses hiring to focus on delivery with existing team

• Strategically uses both employees and contractors based on circumstances

"From the tech view it was clear this was not a good idea, but from the business perspective, it was the right decision to make."

One of the toughest challenges Markus faced involved making difficult decisions during financial constraints. In a previous startup, when resources were tight, he had to split his team between the main product and a "side project" that had been sold to generate revenue. Though technically suboptimal, this business-driven decision was necessary for survival. This experience highlights the complex balancing act CTOs often face between technical ideals and business realities.

"It has changed my way of thinking of my work as a programmer."

Having worked on AI-powered game development for over two years, Markus has witnessed the rapid evolution of AI technologies. This experience has influenced his approach to team expansion, as he considers how AI might augment human capabilities. Personally, he now uses code assistants regularly and wouldn't return to traditional programming methods. AI has transformed his workflow as a programmer and expanded his capabilities, particularly as a full-stack engineer.

"In early startup stages, one of the critical metrics is 'the working software.'"

Rather than relying heavily on rigid metrics, Markus focuses on practical indicators of success for engineering teams. In early-stage startups, he prioritizes the frequency of releasing working software to end users. Additionally, he monitors team energy and morale, looking for signals in commit messages and code review comments that might indicate the team's well-being. As teams grow, he sees value in using tools to help track these emotional indicators systematically.

• Focuses on frequency of releasing working software

• Monitors team energy and morale as key indicators

• Looks for signals in commit messages and code reviews

• Considers team well-being as important as technical output

"Press 'pause' when you feel you are in a crisis situation."

Markus credits "Rapid Development" by Steve McConnell as a significant influence on his approach to software development, particularly before Agile methodologies became mainstream. One lasting lesson from the book is avoiding the anti-pattern of "abandoning all planning under pressure." Instead, Markus recommends pausing when facing a crisis to reassess and plan effectively, rather than rushing into reactive solutions.

About Markus Hjort

Markus Hjort is the Co-founder and CTO of Bitmagic, with over 20 years of software development expertise. Starting with Commodore 64 game programming, his career spans gaming, fintech, and more. As a programmer, consultant, agile coach, and leader, Markus has successfully guided numerous tech startups from concept to launch.

You can link with Markus Hjort on LinkedIn and listen to Markus Hjort’s podcast in Finnish, and follow his work with the future of AI in gaming at Bitmagic.ai.