When I speak to clients about hiring a technology leader, one of the first questions is often: CIO vs. CTO – who do we actually need?

Honestly, the distinction can be confusing. In many of the technology searches I lead, especially for small to mid-sized firms, the lines between the two blur quickly, and one role often wears both hats. Sometimes, the job title matters less than the outcomes you’re trying to drive. Other times, in larger, more complex organizations, the split is sharper, and there’s a clear need for both roles.

The key is understanding what your business needs – now and in the future – and then shaping the search around that, not the job title.

Is there a difference between a CIO vs. CTO?

Fundamentally, yes, but the distinction is more defined in larger organizations, where the scale demands the roles to coexist:

CIO (Chief Information Officer)

A CIO is the more senior role, often with a seat in the boardroom. They take ownership of enterprise-wide technology, overseeing applications, infrastructure, data strategy and – where there is no CISO – even cybersecurity. A CIO job description encompasses governance, vendor management, IT operations and aligning tech investments with overarching business objectives. CIO vs. CTO salary data reflects this seniority: the CIO salary tends to be higher on average ($350-500K), depending on size, sector and geography.

CTO (Chief Technology Officer)

A CTO is more engineering-centric. They’re closer to the code, the architecture and the innovation roadmap. In organizations where technology is the product – fintechs, SaaS platforms, data-led scaleups – the CTO job description will prioritise product development, R&D and integrating emerging tech like AI and machine learning. In these tech-native businesses, the CTO salary can command a higher premium than its average range ($275-400K).

Where there are both roles, the CTO reports to the CIO, creating a layered leadership structure that ensures internal operational excellence and forward-looking product innovation.

And in larger institutions, the layering doesn’t stop there. The CIO role has expanded significantly in recent years, supported by a cluster of C-suite roles that were historically part of the CIO’s domain, but now warrant their own executive-level leadership:

• Chief Data Officer: Responsible for ensuring governance, quality and standards so that data can serve as a golden source of truth; and then leading data science, analytics and AI functions that translate data into business value.
• Chief Digital Officer: Focused on customer-facing transformation – web, mobile, digital channels – often sitting in the gray area between tech and marketing.
• Chief Information Security Officer (CISO): Managing cybersecurity and regulatory compliance, especially in heavily regulated industries.

This expansion reflects the increasing complexity and strategic weight of enterprise technology. It also means companies must be crystal clear about the scope of the role they’re hiring for.

But in smaller organizations, CIO and CTO are more fluid

In aspiring or regional organizations, the line between CIOs and CTOs often vanishes. Budget constraints, leaner teams and flatter structures mean that one person may need to straddle both domains – so the CIO vs. CTO question becomes largely semantic.

What matters more than the title is the outcome. Do you need a board-level strategic thinker to lead enterprise transformation? Or someone deeply technical to architect your next-generation product?

Technology-led businesses usually lean towards a CTO: a technically fluent executive who can drive innovation from the inside out. But for firms undergoing complex systems integration, a CIO is often the better fit. We were recently approached by a fast-scaling insurance agency platform consolidating multiple acquisitions, who needed to unify infrastructure and align it with future scalability, and in that case, a CIO was the clear choice.

Start with the need, not the name

Realistically, there is no consistent model across the market. The structure is fluid – and so should be your thinking.

One of the biggest mistakes I see in technology executive search is starting with the title. “We need a CTO.” “We’re hiring a CIO.” But without first unpacking what the business actually needs, that label can become a limiting box that alienates the very talent you’re hoping to attract.

Crucial to bear in mind is that there is a general perception in the market that the CIO position carries more gravitas. In that regard, the distinction matters. I’ve seen exceptional CIOs avoid applying for roles labeled “CTO,” even when the remit clearly spans both domains, because they want to keep the weight of their title.

Equally, I’ve seen brilliant CTOs disengage from roles marketed as CIO positions when the focus skews too heavily towards operations – because that’s not where they add the most value. If you’re pitching a product-led, deeply technical role under a CIO banner, don’t be surprised when true CTO candidates don’t bite.

If you’re creating a new role, or if there’s flexibility in your structure, you need to think carefully about what title will resonate with – or deter – the caliber of candidate you’re hoping to attract. Instead of being rigid about what the role should be called, start with what you need it to deliver. Then shape the title around that. You’ll open up your access to better, more aligned candidates – because the best tech leaders aren’t chasing labels, but they do know their worth.

So, do you need a CTO or a CIO?

There is no universal blueprint for hiring a tech leader. Every company’s needs are unique, and the answer to the CIO vs. CTO question will depend on:

• What stage your company is at
• What technical capabilities already exist internally
• What your growth ambitions look like
• Who you want to attract – and what title will appeal to them

The smartest companies look beyond labels and focus on designing a role that delivers real impact. That may mean creating a hybrid role, or offering the title that will unlock the best talent, or hiring both a CIO and CTO. What matters most is clarity of scope, strategic alignment and adaptability.

At Hanover, we work with organizations of all shapes, sizes and industries to navigate this exact challenge. Our expertise lies in helping you define what the role is, what it needs to be, and then securing the best possible talent to drive meaningful results.

If you’re hiring for tech leadership, but are unsure which direction to go, reach out to me directly.