You decide to follow proper corporate protocol. The CTO is your Project Sponsor. This is literally their job - to advocate for the project at the executive level.
You schedule a meeting with the CTO. You present your analysis: 18 months is realistic, 6 months is fantasy. You're professional, data-driven, thorough.
The CTO nods thoughtfully. "You're absolutely right. This timeline is unrealistic. Let me talk to the CEO."
Finally, someone who gets it. You feel a wave of relief. This is how it's supposed to work.
The CTO schedules a meeting with the CEO. You're not invited - "I'll handle this," they assure you. "Focus on getting the team ready."
Two days later, the CTO returns from the CEO meeting. They look... fine. Not stressed. Actually kind of cheerful.
"I had a good conversation with the CEO," they say. "I advocated strongly for a realistic timeline and explained all your concerns."
Your heart lifts. Finally!
"But here's the thing - the CEO is really committed to this vision. The board has expectations. Our competitors are moving fast. We need to be aggressive."
Your heart sinks.
"The timeline stays at six months. But the CEO and I have full confidence in you! Let's focus on what we CAN control - execution excellence, Agile best practices, the things that make us great."
You realize what just happened. The CTO had the meeting. The CTO probably mentioned your concerns in passing. The CTO folded immediately when the CEO pushed back. And now the CTO is framing capitulation as "partnership."
You've been politically abandoned. The timeline is still impossible. But now you've burned your escalation card.
What do you do?