Dear Mike:

Over the course of my 25-year tech career, I’ve worked across industry, startups, and consulting. For most of my career, I’ve been with a global consulting firm, leading digital transformation initiatives and working closely with CIOs and CTOs at major companies. I’ve helped shape enterprise technology strategy, build teams, and deliver large-scale innovation.

But internally, I’ve hit a ceiling. Advancement opportunities have stalled, and I’m starting to realize that the next chapter in my career probably won’t happen where I am now.

What I want is to move into a leadership role inside an organization, something that puts me on a path toward a CxO position. The challenge is, I’ve never held an internal title like VP of IT or Head of Technology. My experience is deep, but all from the outside. I’m not sure how that will translate, or how companies will see me.

What would you advise for someone in my position?

Thanks,

Franklin

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Hi Franklin,

You’ve been operating at a high level, no question. But you’re now facing one of the more common, and often frustrating challenges in executive career transitions: bridging the gap between influence and ownership.

You’ve had a front-row seat. You’ve led the work. But you haven’t held the seat.

And for many organizations, that distinction matters, especially when they’re hiring for someone to step into a complex role with high internal visibility and board-level accountability.

That doesn’t mean you’re not qualified, it just means your path isn’t the traditional one. And that calls for a more intentional, strategic pivot.

So here’s the smart play: don’t leap…….pivot.

Step One: Get inside the walls:

The first move is into a role within industry, preferably one in which you have experience, and one that gives you a portfolio to own and lets you lead transformation from the inside. Titles like:

• VP/Director of Technology Strategy
• Head of Transformation
• VP/Director of Digital Platforms or Architecture
• Program Leader – Innovation

These are high-impact, high-visibility areas of focus that build credibility and make your impact visible to the C-suite, the board, and, critically, the market.

Step Two: Let that seat lead to the next one:

Once you’ve delivered from within, everything changes. Your résumé stops being “consulting heavy” and starts being “executive ready.” That’s when a CIO/CTO title becomes a conversation, not a reach.

Now, let’s talk about how you show up. If your résumé isn’t opening doors, don’t just reformat it, rethink how you’re telling your story.

Put together a concise summary of the business outcomes you’ve helped deliver. Not a list of responsibilities. Not a timeline. Just proof. Treat it like a track record you’d walk a board member through, quick hits that show how you think, lead, and drive change.

Use phrases like:

• Delivered $30M cloud transformation for global manufacturer
• Launched AI-powered customer experience platform for a national cruise line
• Modernized legacy systems across a $2B retail network

You’re not selling your title, you’re selling your impact. That’s what helps hiring leaders see past the job history and into what you can do for them.

And finally, tap your existing network. You’ve worked with CxOs. They’ve seen your work up close. They trust your judgment. Now’s the time to reconnect. Ask for perspective, not a job. People are far more open to planting seeds than filling requisitions. You may discover roles that haven’t been posted, or could be shaped around the right person.

You’ve been in the room. You’ve delivered outcomes. Now it’s about owning the seat.

That’s not a leap. It’s a bridge. And the good news? You’re already halfway across.

Mike

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TNCR Community – what advice would you add to this thread? Do you have a perspective that you can share? Have a career question for Mike? Email him directly at mike.burgett@burgateglobal.com