Two years is a long time, even more so for a startup. In a 25 people team there's not much room for two heads and such situations are rarely comfortable. If the CEO acknowledges but hasn't done anything about it, maybe they are shirking hard decisions.
Your example though, sounds like a conversation a manager has with their reports. In your position, you would be better off communicating in terms of what you expect from them and what can they do to help you do your job better. The CTO's performance is ultimately the CEO's responsibility and your part is to pass on your feedback to the CEO and be clear that you expect them to take care of the situation, however they see fit.
Your example though, sounds like a conversation a manager has with their reports. In your position, you would be better off communicating in terms of what you expect from them and what can they do to help you do your job better. The CTO's performance is ultimately the CEO's responsibility and your part is to pass on your feedback to the CEO and be clear that you expect them to take care of the situation, however they see fit.