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Governance & Leadership

How TechAbout is governed — the organization structure, decision rights, and the charters that define what every leader, department head and project lead is responsible for.

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The Leadership Team & Executive Charters

TechAbout Pvt. Ltd · Office of the CEO & People Team

This document is the entry point to TechAbout's executive charters. It is written for everyone at TechAbout — and, because we keep our governance public, for the clients and candidates who want to understand how we lead. It explains what a charter is, introduces each C-Suite role in a sentence, and sets out what we expect of every leader here.

What a charter is

A charter is a short, plain-language contract between a leadership role and the rest of the company. It exists so that authority is explicit rather than assumed, and so that anyone — a new hire, a client, a teammate in another function — can see who owns what without having to ask around.

Every executive charter in this book follows the same structure, in this order:

  • Mandate — the one thing this role exists to do.
  • Core Responsibilities — the concrete work it owns.
  • Decision Rights — what it approves on its own authority versus what it escalates.
  • How Success Is Measured — the outcomes it is accountable for, not the activity it performs.
  • Who They Work With — the roles and functions it depends on.
  • Boundaries — what the role deliberately does not do.

The C-Suite at a glance

TechAbout is led by six executive roles. The map below shows how they relate; each has its own full charter elsewhere in this book.

CEOChief Executive OfficerDirection, capital, top hires,company resultsCOOChief Operating OfficerDelivery, operations, quality,day-to-day executionCFOChief Financial OfficerMoney, forecasting,compliance, controlsCTOChief Technology OfficerArchitecture, engineering,security, toolingCPOChief People OfficerHiring, culture, growth, HR& policyCMOChief Marketing OfficerBrand, demand, pipeline,revenue growth
The six executive mandates. Each links to a full charter with duties, decision rights, KPIs and boundaries.
  • Chief Executive Officer (CEO) — sets the company's direction and standards, and is ultimately accountable for its results, culture, and survival.
  • Chief Operating Officer (COO) — turns strategy into day-to-day execution, keeping delivery, operations, and the ERPNext-run business machine moving.
  • Chief Financial Officer (CFO) — safeguards the company's money, from PKR operations to international USD/EUR/GBP/AED/SAR billing, and keeps it solvent, compliant, and honestly reported.
  • Chief Technology Officer (CTO) — owns how we build: the engineering, architecture, and security of both our own products and our client work.
  • Chief Product Officer (CPO) — decides what we build and why, shaping our web products, internet brands, and the Express marketplace around real user and client needs.
  • Chief Marketing Officer (CMO) — owns how the company is understood in the market, across our brand, our SEO and content, and our own portfolio of digital assets.

Read each role's own charter for its mandate, decision rights, and boundaries in full.

What we expect of every TechAbout leader

The charters differ by function, but the standard for holding one of them does not. Whatever your title, if you lead people or own outcomes at TechAbout, these expectations apply to you.

  • Model the values. Leaders are read more closely than they are heard. Live the Code of Conduct in public and in private; the team calibrates to what you do.
  • Own outcomes, not activity. Be accountable for results and for what didn't work, without hiding behind effort, motion, or a full calendar.
  • Develop people. Grow the people around you, give candid feedback, and support their progress through appraisal and learning & development. Your job is to make your team better, not just busier.
  • Communicate transparently. Share context early, name problems honestly, and don't let bad news travel slower than good news.
  • Manage risk. Anticipate what could go wrong — operational, financial, security, or reputational — and put guardrails in place before you need them, not after.
  • Put the company and team above ego. Make the call the business needs, escalate when a decision isn't yours, and let the best idea win regardless of whose it is.
Authority at TechAbout is something you are trusted with, not something you are owed. It is measured by the outcomes you deliver and the people you grow.

A note on roles while we are small

TechAbout is a small team that is scaling, so one person may currently hold more than one executive role. Each charter describes the role itself — its mandate, decision rights, and boundaries — independently of who happens to hold it today. As the team grows and roles separate, the charters stay the same; only the names beside them change.

Questions? Contact hr@techabout.com.

Updated on 6 July 2026

Need a role or decision clarified?

Ask the People team if a responsibility, decision right, or reporting line is unclear.