Not a duplicate, but have you seen this question that was asked recently? Might offer some perspective as it appears to deal with a similar situation from a different point of view. workplace.stackexchange.com/questions/113888/…

Does the CTO listens to Bob's problems first then recommends getting with you? Also, does the CTO reviews or sees that your work is always 100%?

@Dan the CTO doesn't listen properly to Bob because he thinks that instead of investing his own time in the small issues faced by Bob, he could transfer the Bob issues directly to me.

Possible duplicate of How to handle a coworker who constantly asks for help with her tasks?

@paparazzo I don't understand how this question is a duplicate of the one whose link you have provided. I think many community members on Stack Exchange are here just to downvote or close the question instead of understanding the OP's problem and providing a solution.

It is the same question. You have just re-titled it blame game. But you provide no evidence this worker is playing a blame game.

Evidence is that when I talked to him regarding these situations in the past, he said he understood but he keeps making the same mistakes again and again. If someone always implements your solution incorrectly and tells your boss that he has implemented it correctly but your solution was wrong, then what would you call it except blaming you?

OK she is blaming but to me it is more of the same problem. It take like 5 votes to get closed.

"If someone always implements your solution incorrectly and tells your boss that he has implemented it correctly but your solution was wrong, then what would you call it except blaming you" It's poor communication on your part. If you tell him to do X, and he hears "do Y" (or doesn't know how to properly implement X) then that's your fault. You seem to want to be able to take credit for the successes without taking responsibility for the failures.

If you're just passing off a solution to "Bob" without actually showing him, then it is poor communication on your behalf and lack of responsibility. The CTO clearly wants you to teach bob how to solve the issues, not just palm off a half-baked solution. Taking the time to teach Bob now will pay dividends in the long run

Piece of advice: Do not stay silent when someone else is trying to throw you under the proverbial bus. Ever. If they're doing that, then they need to (and they don't they will) understand that whatever consequences come their way are well-deserved, including if they end up getting fired simply b/c of what the facts actually are. People who don't want that sort of outcome shouldn't go around acting like backstabbing snakes.

git blame

How did the incorrect implementation get into production? This should have been fixed at the code review stage.

When you play the game of blame, you win — or you die.

As a side point: If the CTO really "considers [you] to be more intelligent than Bob" and routinely suggests to Bob that he consult with you, but then blindly believes Bob when he says you've given him a broken solution and dresses you down for it, the CTO's doing a fairly poor job as a manager. May be worth considering a move.

I agree with @T.J.Crowder, sometimes the best thing to do is just move on. Side note: do you guys not do code reviews? That might be the first step.