When startups think about their go-to-market (GTM) strategy, they often focus more attention on sales than any other detail. While important, that focus can create blinders to a crucial aspect of the operational foundation—team composition. In fact, knowing what the few hires should look like can make or break a startup's success. Effective recruitment strategies are paramount for identifying the right talent for the scaling team and ensuring that the team is cohesive.
Many founders grapple with limited resources and intense competition for people. They often need help attracting, nurturing, and retaining the best possible, most relevant talent—and many do not get the help they need. But getting the right resources in place doesn't need to be expensive or complicated.
In this episode of Extraordinary Pursuits, BIP Ventures CPO Christy Johnson speaks with Haley Devlin and Jason Moore from growth-stage advisory firm DNA Partners. The discussion focuses on recruitment strategies tailored for startup growth companies, team building, and establishing a solid foundation for business success. Haley and Jason share why taking a proactive approach to recruiting people whose skills align with the company's culture and vision is the simplest and most direct way for startup leaders to recruit successfully.
For more discussions on what's driving startups and private market investments in the Innovation Economy, follow the series on your preferred podcast platform.
The first step to hiring well is to assess the strengths and weaknesses of the current team. The goal of this exercise is for the founder to identify tasks they can delegate so they can concentrate on their strengths. For instance, if a founder excels in sales, they might hire someone to focus on customer success management or onboarding.
Full-time or Part-time: Which is Better for Startups? A significant decision for startups is choosing between full-time and part-time hires. Crucial lead generation roles like business development representatives (BDRs) or content producers can often be part-time. This approach can be more cost-effective for a startup and still yield high productivity.
How Do Startups Avoid Overcommitting with Early Hires? Startups must be cautious with their resources. Opting for part-time help can provide relief without the financial commitment of a full-time salary. This approach is particularly beneficial when founders need more experience or support in specific areas.
What Are Common Hiring Mistakes in Startups? Startups often fall into the trap of overtitling or over-hiring. Bringing someone in with a higher title than necessary or more experience than the startup can use can lead to long-term challenges. For example, hiring a Chief Revenue Officer (CRO) too soon can create issues that ripple across sales, marketing, and account management. Hiring someone from a large corporation with expectations of a big team can lead to frustration and financial strain.
Why is Experience in Small Companies Valuable for Startups? Startups have specific roles and needs that large companies do not. When entrepreneurs recruit new team members, there is great value in looking for candidates with small business experience. Candidates who have only worked in large corporations may struggle to understand the unique challenges of a startup environment. Experience in a small company or a startup indicates a better understanding and adaptability to a startup's dynamic, often resource-constrained environment. Startups need to think strategically about their early hires. Balancing the need for specific skills with the financial realities of a startup is crucial.
Startups face unique challenges in their early stages, particularly when building a team. Understanding the nuances of these challenges is essential for successful growth. These are the qualities that startups should look for in their early hires.
Why is Experience in Small Companies Invaluable? Experience in a small company setting is irreplaceable. It brings an understanding of the day-to-day realities and challenges unique to startups. This experience helps set realistic expectations about the ambiguous and often all-encompassing nature of startup company roles.
What Soft Skills are Essential in Early Startup Hires? Startups need individuals who are skilled and genuinely excited about the journey. It's not enough to have the right background and skills. Soft skills like high energy, enthusiasm, and passion are crucial, especially for significant early hires who will work closely with the founders.
How Important is the Hiring Process in Startups? Startups should approach the hiring process with patience and thoroughness. A hasty or ill-considered hire can be costly and disruptive. It's essential to find someone who is not just skilled but also a true partner in the startup's journey.
What Traits Should Founders Look for in a Builder? Startups need individuals who love the challenge of creating something from scratch. These builders thrive in creation and problem-solving modes. They often prefer a startup's dynamic and demanding early stages over more established phases.
How Do Financial Constraints Shape Startup Hiring? Startups operate under unique financial constraints. This reality requires hires who understand and can navigate decisions like managing payroll and choosing customers wisely. This perspective differs from that in large companies, where financial resources are more abundant.
What Should Technical Founders Consider in Their First Sales Hire? For technical founders lacking sales expertise, trust and compatibility are as important as skills. Hiring someone with a slightly lower skill level is often more effective if they trust and share strong compatibility with the founder. Consider partnering with external experts or fractional executives if skill gaps still exist.
Why is Trust and Compatibility Paramount in Startup Teams? In the startup environment, trust and compatibility between team members are crucial. They form the foundation for effective collaboration and problem-solving. This dynamic is critical in partnerships where founders have complementary skills, such as technical and sales expertise. Building the right team should consider skills and experience but focus on hiring people who understand the company ethos, bring energy and passion, and work effectively in a startup.
Especially in startups where the founder has a strong sales background, the first sales hire can be incredibly challenging. Understanding the nature of this hire and how it fits into the broader team dynamic is key
Is an Account Executive the Right First Sales Hire? For a startup with a founder experienced in sales, the first hire might not necessarily be an account executive (AE). Founders often excel in closing deals, so the initial hire should complement this skill. Focus on roles that support the sales process, like top-of-funnel activities or a sales engineer who can fulfill multiple roles.
What Role Should the First Sales Hire Play? The first sales hire in a startup should be versatile, akin to a "utility knife." They must be adaptable and capable of spotting and handling tasks beyond their primary role. This role is pivotal. This person should excel in sales and also understand and contribute to other business functions. They should enjoy the building process and be comfortable with the inherent ambiguity in startups.
What Traits are Essential in Early Sales Hires? Early sales hires should be entrepreneurial and embrace the uncertainty and fluidity of working in a startup. They likely will have to make decisions with limited data and adapt to rapidly changing circumstances. The first sales hire should be a 'builder' who can adapt to various roles. Task one is to build a simple, comprehensive content bank that ensures accuracy and consistency in messaging as the business grows.
How Should Startups Approach Content Creation and Marketing? Startups should adopt a lean approach to content creation and marketing. The philosophy of "fail fast, ship early" is particularly relevant here. Instead of striving for perfection in initial marketing materials, startups should create fundamental content and refine it based on real-world feedback. This approach prevents over-investment in materials that may not resonate with the target audience.
Simpler is better for an early marketing strategy. Build a content bank that will be a repository for all core company information. This resource is the foundation for all marketing materials, ensuring accuracy, consistency, and clarity. It can be as simple as a Google Doc. Still, it should contain all fundamental language about the business, including mission, vision, values, product descriptions, and value propositions.
Why is a Lean Approach Beneficial? A lean approach allows startups to test and adjust their messaging quickly. It's more important to get content in front of potential customers and learn from their reactions than to spend excessive time perfecting it. This method also helps avoid the paralysis from overanalyzing or attempting to create too much content simultaneously.
How Can Startups Manage Content and Marketing Expectations? Startups should set realistic goals for content creation, focusing on incremental progress. For example, adding one piece of quality content monthly can lead to a substantial portfolio over time without overwhelming resources. This approach also helps to adapt and evolve content based on feedback and changing market dynamics. Regularly evolving based on new insights and experiences shows a healthy, responsive startup. This mindset should be ingrained in the company culture, encouraging continuous improvement and adaptation.
How Should Startups Approach Hiring and Resource Allocation? When it comes to hiring and resource allocation, startups benefit from making smaller, more frequent bets. For example, consider part-time or contract roles instead of immediately hiring a full-time employee. The approach allows space to test and refine the role, reduces financial risk, and allows for more flexibility in scaling the team as the startup grows. Before hiring a full-time marketing person, startups can leverage third-party designers or firms for efficient and cost-effective content creation. However, before bringing in any partner, having a content bank and a brand or style guide is crucial. Focus on lean, agile approaches in content creation, hiring, and overall strategy. Incremental progress can build a responsive and innovative startup culture.
If the startup is a remote work environment, fostering a strong company culture requires deliberate effort. Recreating the kind of spontaneous interactions and learning in a physical office demands a proactive approach to communication and team engagement. Leaders in remote environments need to adapt their management and communication styles. They must be more intentional about checking on team members and ensuring everyone feels connected and engaged. This shift often involves learning new tools and embracing different ways of working.
Take a thoughtful approach to a remote or hybrid work environment. Leverage technology and be intentional about fostering connections to build a strong, cohesive culture that transcends physical boundaries. This approach can enhance employee satisfaction and engagement and contribute to the success and resilience of the organization. Strategies include:
Challenges and Rewards of Remote Culture Building
While building a remote culture presents challenges, it also offers opportunities. Remote environments can deepen personal connections beyond typical office small talk. However, commitment from leadership is required to prioritize and participate in these activities, recognizing their value in building a cohesive team. Non-work interactions are crucial in a remote setting. They replace the casual, spontaneous conversations that occur in physical offices. These interactions help team members see each other as individuals, not just colleagues, enhancing teamwork and empathy.
.png)
Regardless of stage or size, startups often face similar fundamental challenges. These include:
Many startups build early processes and systems quickly to meet immediate needs. As the company grows, these makeshift ("duct tape and bubblegum") solutions can become inefficient or unsustainable. Revisiting and strengthening these foundational elements is crucial for long-term success. The adage "slow down to speed up" is particularly relevant for startups. Taking time to reassess strategies, target markets, and messaging can lead to more efficient and targeted growth in the long run.
Leadership plays a critical role in guiding startups through these challenges by:
Startups, regardless of their stage, share common challenges related to defining the market, refining messaging, and building a sustainable infrastructure. Taking a thoughtful approach and slowing down to plan is as essential as moving quickly to capitalize on opportunities.
At varying degrees in their lifecycle, most startups face similar challenges related to foundational strength, customer lifecycle management, and internal cohesion. Addressing these challenges requires a balance between rapid growth and strategic planning. Advisory firms like DNA Partners play a crucial role in guiding startups through this journey. This approach ensures that startups build on a strong foundation, capable of supporting sustainable growth and adaptation in a dynamic business environment.
Haley Devlin is a growth, GTM, and operations consultant with over a decade of sales, marketing, and product leadership expertise. Jason Moore is an operations, sales, SaaS, and executive leadership expert and seasoned founder. Together, they provide strategies, insights, and tips for navigating the recruitment process and the complexities of the startup phase to set you up for success. Christy Johnson is a General Partner and the Chief Performance Officer for BIP Ventures, where she provides comprehensive and tailored advisory support and resources that help the firm's portfolio companies grow further and faster.
Stay informed and inspired with regular updates from BIP Ventures.
.png)
.jpg)
