Don’t Hire Top Talent; Build A Top Team

Don’t Hire Top Talent; Build A Top Team

Hire Top Talent

Too much thought and focus goes towards trying to hire top talent in the high-tech industry. Tech startups need passionate and skilled people on their teams, yes, but many companies take this notion too far, passing over talented individuals in their pursuit for the perfect people. Perfect people don’t exist. Near perfect professionals are hard to find, expensive, generally employed and receive job offers on a regular basis. Passionate, skilled and capable talent is easier found, more affordable and eager to join the right team. And in reality, the team built from the latter group can take your company far if you target the right people.

The Full Stack Rockstar Is No More

No, I don’t mean that LAMP professionals are extinct, but rather that LAMP is no longer the full stack. Getting tech to an MVP level in today’s landscape requires more disciplines than one professional can learn and master. Furthermore, I can’t think of a company in today’s tech world that has built a product with a team of one. To develop products in a reasonable timeframe, companies require a team of people collaborating and working together in a cohesive unit. For this reason, building the right team means building the right culture, which should take priority over acquiring a singular talent resource.

A Team Of 10 Produces More Than 10 People

Finding people who can do the work is easy. The real challenge is finding the right people for your team, culture and company. Overcoming that challenge pays huge dividends for a startup, and most successful companies know this. Evidence supporting the idea that happier employees are more productive is overwhelming. A significant part of that equation is building a team of people who work together well and enjoy each other in close quarters. This makes the cultural analysis a more important component of the hiring process than other aspects. In a well-thought-out team, per employee output should be a multiple of what a single employee could accomplish alone. A dysfunctional team, on the other hand, leads to fractional per employee output.

Focus On The Team Puts Focus On Hiring For The Right Things

When hiring objectives shift from finding the best in the industry to finding the best for your team, companies begin looking for traits more valuable than just accomplishments and skill sets. Qualities like passion, integrity, wisdom and creativity become a higher priority, all of which are difficult if not impossible to teach or train, but necessary and invaluable. Technologies, languages and industries can be taught and learned, but character and aptitude are almost always constants.
There is no question that top industry talent is a scarce commodity and something worth capturing. But should your company have the opportunity to hire industry leading talent, make sure they fit your team, culture and company first. To start building your team the right way, get in touch with us today!

A Jeep Buyer’s Guide to Startup Hiring

A Jeep Buyer’s Guide to Startup Hiring

Guide to Startup Hiring


Guide to Startup Hiring

After years of ogling pictures and driving other people’s Jeeps, I finally took the plunge and bought myself a Wrangler. Most people want Mustangs or Ferraris, but for me, the dream has always been the Wrangler. It was a happy day.

The process of buying the vehicle, on the other hand, was less than enjoyable. In between the salesman telling me for the 6th time he was going to get my keys while in reality coming back with another bad offer, it dawned on me that navigating a vehicle purchase is not all that different from the startup hiring process. Naturally, I am sharing what I’ve learned with you to lessen your hiring headache and make your next auto purchase a breeze (you’re welcome).

Find Something That Is You

I have wanted a Jeep Wrangler since I can remember. Some people want Mustang Cobras, GTs, Z-1s and other sports cars, but the pinnacle for me has always been a Wrangler. And yes, I could have checked out some of the nicer trucks and SUVs out there, and was nearly sold on an FJ Cruiser instead (I gave it serious thought). In the end, I knew what I had always wanted from the beginning was right for me, because those other options didn’t fit my needs, personality and lifestyle like the Wrangler.

When it comes to hiring for your startup, you are fishing from a pool of hundreds, if not thousands, of professionals. Yes, you will find many qualified people for the job, but if they don’t fit your company, its culture and team, then you haven’t found the right person for the job.

Check Out The Reviews

I’m an amature mechanic at best, and have little authority when it comes to rating cars. I checked out Edmunds, Car and Driver, Kelley Blue Book and, and also peeked inside a few forums just to see what the enthusiasts and haters had to say. I know what I need it to do, but can’t necessarily say whether a car will be able to do it.

Check your references. Then execute your due diligence and find other references. Too many companies skip this step. Due diligence is a pain and will never be easy. But past performance and behavior is often a predictor of future performance and behavior, and the observations and opinions of others are your best records of both. So, please…Find your own references to check.

Realize That You Will Get The Good And The Bad

The Wrangler is not a perfect vehicle by any means, and I was well aware of that. The gas mileage isn’t great; the highway ride is not the best, and I know the day will come when I run into the classic soft top issues of rain water and rough car washes. Like any vehicle, it’s going to need maintenance and will probably throw me a repair bill worth an arm and a leg every once in a while. I did my research, and although something else might creep up and surprise me, for the most part I know what I’m getting into.

There is no such thing as the perfect hire, so don’t try looking for one. The best thing you can do is gather as much information as you can, paint an accurate picture of your potential hires so you know what to expect and match up your needs with what candidates can offer. Get the person you need, and be prepared for both the good and the not so great.

Define And Stick To Your Non-Negotiables

The number of features, options, upgrades and modifications available on vehicles today means that, even with the make and model narrowed down, you have literally hundreds of options from which to choose. Ultimately, there were just a few things that were non-negotiable for me. It had to be an Unlimited four-door, be a 4×4, be a low mileage vehicle (I considered used cars as well) and have cruise control. Anything else, I could take or leave depending on the price.

You will come across people with a wide range of experience and talents, but when it comes down to it, you will have to pay for every aspect of your hire. Define your non-negotiable needs and leave everything else as a nice-to-have. This will allow you to focus on your core needs, walk away from candidates outside of your price range and find a Goldilocks hire for your team.

Take It For A Test Drive

I would never buy a car without taking it for a test drive. It could be the coolest looking car out there, but if it’s a poor driving experience, I won’t buy it. I took the Jeep I eventually purchased out for an hour-long test drive, and was sold halfway through.

When you look at hiring from the car buying perspective, trying out candidates before you hire them makes a lot more sense. Many of today’s forward-thinking companies are adopting this approach already, whether it’s bringing them on for a project as part of the hiring process or giving them a contract-to-hire opportunity to test the waters and see if they’re a match. One of the biggest issues with hiring is you never know what you’re getting until you have it, making this a stellar approach.

Don’t Go Over Your Price

Ultimately, it didn’t matter what my non-negotiables were or how much I loved that car if I couldn’t get them to match the price I needed. My budget was my budget, and as hard as they tried to get me to compromise, I knew better. In the end, I ended up at the top range of my number, but it was still within the range.

For all of the talk about offering market compensation to attract top talent, every company knows that the resources you have are the resources you have, regardless of what you need. You must be competitive in your compensation, but if the market demands more than you can offer, it’s time to find another solution; consider less expensive options, reevaluate your core needs or go raise more money. But don’t stray from your budget without serious evaluation or consideration of alternatives.

Hang In There!

I spent 8 hours (yes, you read that right) dealing with the dealership and negotiating. Nevermind the time I spent researching before I ever drove up there. I had to fight for what I wanted, and was ready to walk away quite a few times. Had they not reached my parameters, I would have left a sad, Jeepless man.

Hiring takes work and time. Ask any Fortune 500 company, and they will tell you that their highest priority is hiring. The time, effort and money that companies put in is well worth it because the impact of a good hire and the value that the right talent brings to a company is enormous. So put the time in, get the resources, speak with recruiters and don’t stop until you find the right people.
I’m a few months into Jeep ownership, and I love it (I’m writing to you about it, so obviously). Follow the same guide to startup hiring, and you will be loving your sparkly new employees in no time, too.


Why Your Candidates Don’t Get Past The First Interview

Why Your Candidates Don’t Get Past The First Interview

Candidates Don't Get Past The First Interview

Candidates Don’t Get Past The First Interview

Having trouble finding candidates who make it past the first interview? Most companies point towards the available talent as the cause for this issue, but that is not always the case. Hiring is difficult enough, so creating and troubleshooting your process is key. We’ve broken down some of the most common reasons advancement isn’t repeatedly made past the first interview.

Are You Getting The Right Candidates?

When potential candidates for your opening just don’t seem to make the cut, the first thing most companies identify as the problem is the source of the candidates. It is often the case that a company is simply not speaking with the right people for the position, but the real question is why. Common problems include leveraging the wrong channels to search for candidates and poor messaging of the position and company. It could also be the case that the offering presented by the company is insufficient to attract the caliber of talent needed for the job. Utilizing testing strategies in this area can help reveal issues if they exist at the candidate source.

Is Your Candidate Screening Process the Problem?

The hiring process can impede a company’s hiring efforts, beginning with the screening process. Hiring managers can make the wrong determinations based on applications, resumes and phone screenings. They can get boxed in to targeting a specific skill set or experience that they feel is crucial, and end up placing too much emphasis on a small factor while negating more important things. In the end, you could be getting the right people to apply only to have them turned down by ineffective screening and pipeline management. This will inevitably happen in many cases, but if the issue is systemic, it must be corrected.

Are Your Interviews Effective?

The interview, while a critical part of the hiring process, can be ineffective and inefficient. First, interviews are not necessarily a great way to measure how well suited a candidate is for the job; more often they simply measure how well they can interview. Hiring managers must look past the interview itself and get to the core of the candidate. Getting to the bottom of the candidate is no easy task, especially when the candidate and the interviewer do not see eye to eye. It can also be the case that hiring managers become overly critical in the search for perfection. Expectations during interviews can be too high, and can lead to a no pass rating across the board. And it can also be a problem when only a single person conducts the first interview round. Multiple opinions can uncover a better picture of candidates and solve many of these issues.

Is The Job Opening Clearly Defined?

Sometimes, the problem doesn’t rest with the candidates or the hiring process, but with the job itself. Ambiguity and a lack of clarity around the position and the work itself kills the hiring process. Hiring managers end up trying to match their candidate pool with needs that are undefined and work that is unknown. This would seem like something that should never happen, but many companies have this problem.  They know that they need talent to fill the void, but if the position is outside of the current team’s scope of knowledge, it can be difficult to define needs. The solution is to give details of the goals that this hire should be able to work towards rather than solely skill sets, parameters and accomplishments. A helpful way to improve this is by seeking the help of former founders, advisors and industry experts, as well as experienced recruiters.

As a recruiting firm for startups and technology companies, an integral part of our process is adjusting course based upon ongoing results. We strive to deliver the right candidates the first time, but there are scenarios where success is dependent upon our ability to adjust, examine the process and identify appropriate changes to our approach in order to deliver candidates that will not only advance beyond the first interview, but accept the offer. If your technology company is having trouble delivering on talent, speak with our team of experienced executive recruiters today.

Tech Talent For Techout Great teams make great startups.

Tech Talent For Techout Great teams make great startups.

Tech Talent

Great teams make great startups. But for most early stage companies, the need for something does not mean that funds are available. Startups have plenty of picking and choosing to do, especially when it comes to getting the right people.

A solution to this issue is often finding contractor talent to fill the void. For startups in the early stages, contracting employees comes with many benefits. But like anything, there are downsides to using a contracted workforce in the beginning. This doesn’t mean that startups should stay away from contractors, but rather, they should know the implications of contracting versus hiring, and vice versa.

Hiring Full-Time Tech Talent For Startups: The Pros

The most significant benefit of hiring full-time employees is that your company is paying for dedicated resources. Managers can set the specifics of the work, as well as when and how they work, and do not have to compete with an employee’s other work or priorities. For the workload and its direct impact on progress within the early stages of a company, this is a huge advantage.

Besides the work itself, bringing tech talent in-house gives startups the opportunity to begin creating a technology-centric culture, something that experienced founders and investors will say is critical for technology companies. Whether it’s within the leadership team or across the early workforce, a technology-centric team not only creates the right culture, but keeps the product at the center of the company’s focus.

In many cases, In-house talent also leads to longer tenured talent. And when building new technology from the ground up, keeping the same people on the project is a huge advantage. Introducing a new employee to an existing project means dealing with a learning curve; introducing a different style to the technology and languages and can result in holes in the technology. Staff consistency keeps progress consistent and more seamless.

Less intuitive but nevertheless an advantage, keeping technical talent in-house keeps your company’s early users and customers that much closer to the technology behind the product. This means there is a direct line from the customer to the technology, be it delivering the technology to the consumer or garnering feedback from users, leading to both a customer-focused product and a technical team with a stake in the game. Both lead to better product adoption and progress.

Hiring Full-Time Tech Talent For Startups: The Cons

The most obvious downside of bringing on full-time tech talent is the cost. In-house teams, while incredibly valuable, are expensive. From salaries to benefits to workspace and equipment, the cost of the in-house technology team adds up quickly. For most companies, the cost of the team is the most justifiable spend they can make, but justification does not magically create funding.

Besides the expense, there are also obligations that come with a full-time staff. Specific taxes and insurance, as well as the impact of federal, state and local laws, are additional burdens that companies with full-time employees must bear.

Repercussions can also come into play with the exit of an employee. In the US, terminated employees may be eligible for unemployment benefits as well as comparable temporary medical coverage for teams larger than 20. And even beyond the financial and legal obligations, former employees are also a knowledgeable voice of your company and can create an impact with their departure and actions thereafter, be it positive or negative.

Contracting Tech Talent For Startups: The Pros

Right at the top, cost is a huge plus for contract talent. As far as billing rates go, contractors cost more per hour but will save a startup money in the mid to long term. Contract labor can be utilized for only the work that is needed, meaning talent can be acquired even if the company can only afford or needs part-time labor .Companies also have no further obligations to contractors other than paying for hours worked, which means no built-in long-term costs. There are also no benefits to cover, no workspace or internal managers needed, and no taxes or insurance to cover.

For many startups, the temporary nature of contractors can be a big plus. If runway is an issue, hiring contractors gives the company a labor force that can be let go quickly and with little repercussion, allowing for quick cost cuts if needed. Hiring contractors is a big plus if a company has a very specific need or specialized skill set outside of the primary technology for a short period. And companies can let contractors go in the unfortunate event that work produced is not up to par.

For both contractors and companies, the arrangement can also lead to better outcomes in some situations. The majority of technical professionals tend to enjoy more interesting projects, as well as variety. Operating as a contractor can give tech talent the opportunity to take on a number of varied jobs, pursuing both well-paying and interesting work simultaneously. For companies, this can lead to a more engaged and passionate hire, which tends to result in higher quality work with more successful outcomes. This is especially true for contract teams.

Contracting Tech Talent For Startups: The Cons  

For bootstrapped startups, the attractive price tag of contract labor can be an instant draw, but there are also potential repercussions to the company, over both the short and long term.

For one, the ability a company has to quickly cut ties with a contractor is also enjoyed by the contractor. This means that if the relationship gets rocky, the work deviates from expectations or your talent becomes unengaged at any time, the contractor can walk away.

Contract labor inherently implies a short-term job, whether it be six months or two years. This can mean that the implementation of work disregards or fails to anticipate the long-term goals of the product and company, leading to roadblocks and setbacks in the future evolution of the product. Work in the short-term is priority, but a long-term vision is still essential for a startup’s success.

Contractors also lack a stake in the game, if you will. And while they may be incredibly talented, they may lack passion for the idea, vision or product, which can stifle creativity and innovation around the product, both early on and in the long run. This is not to say that contractors lack the capacity for innovation, but incentives do matter.

Last but certainly not least, technology companies should have technology at the core of their organization. And the most impactful part of every organization is its people. To outsource what should be the core of the company is a recipe for failure. The business roadmap and technological vision for the company both need to be present within its leadership, and, for many companies, also within its internal workforce. Contracting technical talent means there is no internal culture being created, which can have a large impact on a growing company’s future.

Which Approach Is Right For You?

Both full-time employees and contractors have their value, their downside, their strengths and accompanying burdens. There are needs and times that require an internal staff, and others that are obviously suited and acceptable for using contractors. So when deciding which direction to pursue, take great care to consider the needs and situation, and the impact of either approach on the work, the company and the bottom line.

Employment Tests for Startups: The Pros and Cons

Employment Tests for Startups: The Pros and Cons

Employment Tests for Startups

Employment Tests for Startups

Testing during the hiring process has become a prominent practice, both in and outside of the technology industry. Hiring tests range from evaluating aptitude, personality and character traits to determining strengths, weaknesses and skill sets. Years and years of research, testing and analysis have gone into seasoned evaluations like StrengthsFinder, Myers Briggs and DiSC assessments, giving employers a great set of tools to help in what is the most challenging part of growing a company. With that said, hiring tests do come with faults and limitations. Not all tests are well crafted, and not all situations call for them. We have taken our experience with companies using hiring tests, and whittled it down to the following pros and cons of hiring testing.

The Pros

Many of these tests are actually more valuable once a hire has been made. Some of the more useful ones can give managers and co-workers a better picture of how a new hire works and operates, what motivates them, and where their passions lie. And in this regard, these tests can be extremely valuable. After all, one of the more, if not the most, important criteria for hiring is cultural fit. Information from personality and character testing give managers and employees better information around assimilating new hires into an organization. Aside from this, there is some value that can be gleaned by using these before you make a hire.

When administered and utilized correctly, well crafted testing can also provide useful metrics to help evaluate candidates on various aspects and traits. Using uniform evaluations across your pool of talent potential gives employers a certain level of objectivity, which most interviewers (and recruiters) know can be very difficult to do. Well designed hiring tests are especially good at extracting information about candidates that can be difficult, if not impossible, to gather through interviews, references and resumes.

Using the information from hiring tests allows hiring managers to perform an analysis using defined metrics, rather than using comparisons of one candidate to another or personal opinions alone. This can help hiring managers avoid evaluating future candidates based on an initial or very likeable candidate, which can often allow for personal bias.

Using these evaluations during the hiring process is especially helpful when fielding a large volume of candidates. As long as managers have a clear understanding of the data, what it conveys and what it does not, hiring tests can be another tool in the arsenal to help them sift through a large volume of resume-qualified professionals.

The Cons

In our experience, one of hiring tests’ biggest weaknesses is the way in which employers use them. Hiring is a difficult process that requires a lot of time, money and energy, and the results of making the right or wrong hire can have a dramatic impact on your company. Hiring tests can be a very useful tool for hiring managers, but when relied upon too heavily, great candidates can get passed over and unqualified ones can get too much focus. Undoubtedly, some candidates are not the right person for the job, and tests can reflect that, but too many times great candidates have been passed over simply because of testing results.

Another downside of testing comes from the fact that, like everything else in the hiring process, they are controlled by individuals. A test is only as good as its administrator. Issues like administrator bias, unfollowed procedures, and other mistakes can skew the data, decreasing the reliability of the results and the test itself.

Tests can also create an uneven playing field among candidates. There is a clear disadvantage to candidates who have little or no experience taking these tests, and conversely an advantage to those that do.

The content and the analysis process of an evaluation can present issues. Questions themselves can create issues because of bias, as well as poor question and answer structure. The method of analysis can also be problematic. It comes down to whether or not your company uses an effective test with a valid and reliable track record. Along the same lines, some tests can undervalue certain aspects of candidates that you may find important and valuable, and can even mistakenly rate certain positive traits as negatives. The opposite can be true as well.

Using Evaluations In Your Process

When used properly, employment tests for startups can be an important step to identifying the right hires for your company. Here are some tips to getting the most out of them:

  • – Use them as another tool in your belt, but not as a gateway into your candidate pool.
  • – Before choosing any assessment to use, do your research. There is a great deal of literature online around the various tests on the market. Forums are another place to find information.
  • – Try searching for cheat sheets and test rubrics online to see what resources are available to candidates for these tests.
  • – If you want to take the research further, try administering your prospective hiring test to a few of your current employees. Get an idea of how the results compare to the reality of the successful hires you have in place.
  • – Once you have chosen the right test, ensure you have set procedures in place when deploying and administering them so as to get accurate data across all of your candidates.
  • – When administering them, make sure that directions are clear, simple and straightforward.
  • – Make sure that you have a clear understanding of what the results mean, as well as how the data is analyzed.
  • – Most important, make sure that you don’t rely too heavily on these tests when making hiring decisions.
  • – If you’re having difficulties incorporating a hiring evaluation into your process, seek the help of other founders, executive recruiting firms and company advisors to guide you.
Building Your Early Stage Mobile Startup Team

Building Your Early Stage Mobile Startup Team

Early Stage Mobile Startup Team

Early Stage Mobile Startup Team

Mobile first products follow the trend of ever increasing and dominating smart devices like smart phones, tablets and now, even smart watches. Consumers can quickly turn to their mobile devices for the eternal array of web information, as well as an ever increasing number of applications, games, tools and content. With so many uses for mobile devices, the opportunities to enter the space are numerous, as are the number of directions mobile startups can take.

In building a early stage mobile startup team, most  require a similar foundation of talent. However, when building out your team, it is critical to not only find high-quality talent, but also talent that lines up with your company’s direction, vision and culture. The following breaks down what we see as the ideal early stage mobile startup team.

1. The Founders

There are two critical needs that a startup must meet with its founding team, each with equal importance. The first is a technical need. Yes, startups can attempt to outsource, contract out or even hire technical employees, but the most successful startups tend to have a technical cofounder. This person works to lead and craft the company’s vision, leading with a technical foundation at the top and instilling within it the roots of the organization. Moreover, since every technology company must continue to innovate even over the short term, a technical cofounder can shape the direction more effectively. Factor in a technology company’s inherent need to employ technical people, having one as a co-founder allows a company to begin building the product, even when funding is low or nonexistent.

The other side of the founder equation is the business side. Throughout the early stages, every startup, whether in the mobile space or not, needs a founder to champion the organization, product, team and direction. Every startup needs a public face to carry the organization to the masses and promote. Early on, this role is focused on pitching, presenting and fundraising, as well as acquiring early beta users and creating partnerships to garner early revenue. This function at an early startup is imperative. These functions must be carried out at the top by a personality that believes in the idea, the product and the company.

It is rare but not unheard of that these two needs are met by a single individual. In most cases, founder teams are met by two or three individuals. Whoever makes up the founding team will shape the culture and direction of the company throughout its lifetime, which is why potential investors dig so deep into the founding team. They look at who they are, what they’ve done, what others say about them and where they as individuals could go. The potential of the founders is the potential of the company.

2. The Advisors

The number of advisors your startup secures is not as important as the skills, experience, expertise and network that each brings. Ideally, you want an advisor for each area of your company which lacks experience, skills, or confidence, in an effort to steer your efforts in the right direction. These areas include fundraising, product development, sales, marketing and recruiting. Alongside those skills and levels of expertise, find advisors with the following:

Industry Experience- Even if your team has industry experience within your target market, having advisors with similar expertise will be an added benefit to your organization. An advisor with both the know how in a specific arena and experience within your industry will be a powerhouse resource for your startup.

Powerful Networks- Early on, one of the most valuable assets you can acquire is network access. Be it access to investors and angels, VCs, media outlets, industry experts, former founders or potential customers, the success of your startup will be largely dependant on building your network.

History of Participation- Advisors with the right experience, expertise, network and other assets are only as valuable to you as their willingness to connect with you. Many founders will tell you about advisors they have brought on that had great credentials, but put little to no time into their company. Check the references of potential advisors just as much as you would a potential employee, and make sure they have a history of actively adding value.

Availability- Because they are advisors and not employees, most will not be immediately available to you. That being said, they do need to give you their attention when you need it, and within a reasonable time frame. If a potential advisor already has several roles, consider whether they can give you the time you really need from them

3. The Focused Hires

Startups run as lean as they can for as long as they can. They keep teams small in the beginning, with founders fulfilling as many roles as possible. At some point, the founders end up with too much on their plates to handle effectively, and need to begin hiring. Furthermore, a single individual can only excel at so many things, and hiring professionals to focus on specific things will improve efficiency and allow the founders to devote themselves to tasks with the biggest impact.

Marketing and Growth- Most mobile startups are very much dependent on viral growth, word of mouth, network creation and intense user acquisition to get exposure, users and customers. Sure, founders should brush up on digital marketing techniques and growth hacking skills and ideas, and be able to execute these in the beginning, even with only minimal time. Eventually, mobile startups need to acquire a professional to tackle this aspect of the business. Effective marketing, growth hacking and user acquisition is more than a full-time job, and the amount of knowledge and experience needed is vast. Investing in top talent for this role will yield huge dividends.

Technical Compliments- For mobile startups, finding technical compliments usually means finding programmers proficient in either iOS or Android specific development, and sometimes those focused on web applications. Unfortunately, it is rare to find a single person who both knows and excels in these environments. That does not necessarily mean you need both at once though. Many mobile companies launch first with a version for a single platform. Other technical compliments include professionals focused on technologies specific to the industry or the product itself. As with many things, a startup’s technical hires depend on the company and product itself.

Product Management- Eventually, mobile startups will find a product manager extremely valuable. Top talent with this focus can take over the business side of the product itself, and allow the founders to focus on the overall business itself, which in this stage is fundraising and hiring. Not only will it take product focus off of the founders’ plates, but it will give the product itself the focus needed in a startup company.

This list is in no way all-encompassing for all mobile companies. The spectrum of differences across organizations, as well as the funds available, and dynamics of the industry are what define the needs for each company. Strong advisors, former founders, and startup-focused recruiters can go a long way in helping you figure out how to build your startup team by telling you who you need and when you need them. Hiring decisions will have the most profound impact of any others you make on the lifetime of your company, its culture and its success. Plan, execute and hire with great care, and you will build a great company.

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