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Building your startup's team
The document discusses insights on building a startup team, emphasizing the importance of the first hire and the cultural fit of team members. It highlights that hiring should only happen when necessary and that team dynamics are crucial for success, fostering an environment that challenges and respects employees. It also covers the roles and expectations for designers, developers, and salespeople, as well as the value of maintaining a mix of new and existing talent.
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Building your startup's team
- 1. Building Your Team MarcWeil Founder, CTO @ @marcweil
- 2. A little aboutme Graduated from RIT with B.S. in Software Engineering Coding since I was 9 First company at age 14 Previous employee at Apple, Oracle, & RJMetrics
- 3. A little aboutme Co-founded CloudMine in Philadelphia Currently CTO
- 4. CloudMine’s Team Grew from3 founders to 10 total over 8 months 1 non-tech founder 2 tech founders 3 engineers 1 UX/UI designer (yes he can really do both) 1 marketing 2 sales
- 5. Agenda When to Grow TheFirst Hire Finding Them and Keeping Them Culture New vs. Existing Talent Interns
- 6. When should wegrow? Default answer: DON’T
- 7. When should wegrow? Unless it hurts. Badly.
- 8. When should wegrow? People are your most expensive resource.
- 9. When should wegrow? You should always be pegged at 100%. (don’t be lazy)
- 10. When should wegrow? In the beginning... Your job is to do everything.
- 11. When should wegrow? Hiring someone means firing yourself from their job. (with the exception of sales)
- 12. When should wegrow? Hire to fill the gaps in your personal skill-set
- 13. When should wegrow? Remember: don’t outsource CEO responsibilities (like fundraising)
- 14. When should wegrow? Remember: don’t outsource CEO responsibilities (or hiring)
- 15. When should wegrow? Hiring doesn’t make things easier.
- 16. The First Hire a.k.a.the most important hire
- 17. The First Hire Importantquestions to ask yourself:
- 18. The First Hire Importantquestions to ask yourself:
- 19. The First Hire Importantquestions to ask yourself: • Can this person shoulder extra responsibility?
- 20. The First Hire Importantquestions to ask yourself: • Can this person shoulder extra responsibility? • Can this person communicate with you?
- 21. The First Hire Importantquestions to ask yourself: • Can this person shoulder extra responsibility? • Can this person communicate with you? • Does s/he represent the culture you want to create?
- 22. The First Hire Importantquestions to ask yourself: • Can this person shoulder extra responsibility? • Can this person communicate with you? • Does s/he represent the culture you want to create? • Would you want this person evangelizing your company?
- 23. The First Hire Importantquestions to ask yourself: • Can this person shoulder extra responsibility? • Can this person communicate with you? • Does s/he represent the culture you want to create? • Would you want this person evangelizing your company? • Will other people want to work with him/her?
- 24. The First Hire Roleis typically developer or designer.
- 25. The First Hire designer.
- 26. The First Hire Thisperson acts as a cultural seed.
- 27. The First Hire Thefirst hire takes the most risk of any employee.
- 28. The First Hire Compensatefairly. Equity options + salary.
- 29. The First Hire Compensatefairly. Equity options + salary. Do not s kimp on this !
- 30. The First Hire Decideon an equity degradation function up front.
- 31. The First Hire Peopledecide to work with you based on the people they will be working with.
- 32. The First Hire Thefirst hire is the first evangelist.
- 33. Finding and KeepingThem Building the team beyond the first hire.
- 34. Finding and KeepingThem Keeping good talent is difficult.
- 35. Finding and KeepingThem The key is keeping your employees challenged and giving them creative freedom.
- 36. Finding and KeepingThem 3 roles I will cover: • Designers • Developers • Salespeople
- 37. Finding and KeepingThem Designers want...
- 38. Finding and KeepingThem Designers want... • to be challenged
- 39. Finding and KeepingThem Designers want... • to be challenged • to work with people they respect
- 40. Finding and KeepingThem Designers want... • to be challenged • to work with people they respect • to be respected by their peers
- 41. Finding and KeepingThem Designers want... • to be challenged • to work with people they respect • to be respected by their peers • to work with people and on problems that inspire
- 42. Finding and KeepingThem Designers must...
- 43. Finding and KeepingThem Designers must... • have a variety of design skills
- 44. Finding and KeepingThem Designers must... • have a variety of design skills • focus on user experience
- 45. Finding and KeepingThem Designers must... • have a variety of design skills • focus on user experience • appreciate constructive criticism
- 46. Finding and KeepingThem Designers must... • have a variety of design skills • focus on user experience • appreciate constructive criticism • be flexible and amenable to change
- 47. Finding and KeepingThem Developers want...
- 48. Finding and KeepingThem Developers want... • to be challenged technically
- 49. Finding and KeepingThem Developers want... • to be challenged technically • to work with people they respect
- 50. Finding and KeepingThem Developers want... • to be challenged technically • to work with people they respect • to work with people they can learn from
- 51. Finding and KeepingThem Developers want... • to be challenged technically • to work with people they respect • to work with people they can learn from • to feel ownership
- 52. Finding and KeepingThem Developers must...
- 53. Finding and KeepingThem Developers must... • be product people
- 54. Finding and KeepingThem Developers must... • be product people • be able to communicate with other people
- 55. Finding and KeepingThem Developers must... • be product people • be able to communicate with other people • believe in what you are building
- 56. Finding and KeepingThem Developers must... • be product people • be able to communicate with other people • believe in what you are building • be flexible and amenable to change
- 57. Finding and KeepingThem Salespeople must...
- 58. Finding and KeepingThem Salespeople must... • approach sales as business development
- 59. Finding and KeepingThem Salespeople must... • approach sales as business development • be motivated not only by commission
- 60. Finding and KeepingThem Salespeople must... • approach sales as business development • be motivated not only by commission • work closely with founders to report learnings
- 61. Finding and KeepingThem Salespeople must... • approach sales as business development • be motivated not only by commission • work closely with founders to report learnings “ A startup is an organization formed to search for a repeatable and scalable business model. ” — Steve Blank
- 62.
- 63.
- 64.
- 65. Culture Team is everything. Teamis everything. Team is everything. Team is everything. Team is everything. Team is everything. Team is everything. Team is everything.
- 66. Culture A company’s cultureis an extension of the founders’ personalities.
- 67. Culture Multidisciplinary teams bringchallenges.
- 68.
- 69.
- 70. Culture Vertical interactions —1-on-1s. Horizontal interactions — 360 reviews.
- 71. Culture Discourage overworking. It leadsonly to burnout.
- 72. Culture Everything you door say has a positive or negative effect on company culture.
- 73. New and ExistingTalent A good team has a healthy mix of both.
- 74. New and ExistingTalent New talent brings energy, new ideas and new perspectives.
- 75. New and ExistingTalent Existing talent brings stability, best practices and a variety of experiences.
- 76. New and ExistingTalent New talent is...
- 77. New and ExistingTalent New talent is... • inexperienced
- 78. New and ExistingTalent New talent is... • inexperienced • hungry... starving.
- 79. New and ExistingTalent New talent is... • inexperienced • hungry... starving. • raw
- 80. New and ExistingTalent New talent is... • inexperienced • hungry... starving. • raw • ripe for molding
- 81. New and ExistingTalent New talent is... • inexperienced • hungry... starving. • raw • ripe for molding • relatively inexpensive
- 82. New and ExistingTalent New talent is... • inexperienced • hungry... starving. • raw • ripe for molding • relatively inexpensive • risky
- 83. New and ExistingTalent Existing talent is undefinable.
- 84. New and ExistingTalent Just remember to hire more than just college students and recent graduates.
- 85. Interns Special unicorns allon their own.
- 86. Interns Think of themas filling a long-term funnel of full-time employees.
- 87. Interns Opportunity to moldyoung minds.
- 88. Interns Continuous feed ofnew ideas and perspectives.
- 89. Interns Hire for existingskill, but also for potential.
- 90. Interns Always give thema mentor.
- 91. Interns Integrate them intothe team.
- 92. Interns Avoid the “internproject”.
- 93.
- 94. Wrapping Up Don’t hireuntil you have to.
- 95. Wrapping Up Don’t hireuntil you have to. Team is everything.
- 96. Wrapping Up Don’t hireuntil you have to. Team is everything. Diversify and challenge.
- 97. Wrapping Up Don’t hireuntil you have to. Team is everything. Diversify and challenge. Foster a company culture made up of the best parts of your personality.
- 98. Wrapping Up Don’t hireuntil you have to. Team is everything. Diversify and challenge. Foster a company culture made up of the best parts of your personality. Everything you do and say matters.
- 99.
Editor's Notes
- #2 Presentation aimed at founders of young startups.\nBased on my own personal experiences. YMMV.\n
- #3 \n
- #4 Explain CTO.\n
- #5 Doesn’t count sales advisors. We have 3 of those.\n
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- #25 Share anecdote on why a designer should be first hire.\nMention customer-first development (Steve Blank, 4 Steps to the Epiphany)\n
- #26 IMO, a creative environment (espoused by designers) is more generally applicable and amenable than an engineering-oriented environment.\n
- #27 \n
- #28 If you can’t afford the salary, give more equity. Do not skimp.\n2% for first.\n
- #29 For the later employees. Ex. 2% -> 1% -> 0.75% -> 0.5%\n
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- #33 There’s always another place they can go.\n
- #34 Development, sales, and design are all fundamentally creative.\n
- #35 Each is a presentation in its own right.\nKeep this high level.\n
- #36 Devs can be territorial.\nConstant learning; if not, get rid of them.\n
- #37 Devs can be territorial.\nConstant learning; if not, get rid of them.\n
- #38 Devs can be territorial.\nConstant learning; if not, get rid of them.\n
- #39 Devs can be territorial.\nConstant learning; if not, get rid of them.\n
- #40 Not just UI design. Print design too.\nUser experience is more than just in the product. This is your brand.\n
- #41 Not just UI design. Print design too.\nUser experience is more than just in the product. This is your brand.\n
- #42 Not just UI design. Print design too.\nUser experience is more than just in the product. This is your brand.\n
- #43 Not just UI design. Print design too.\nUser experience is more than just in the product. This is your brand.\n
- #44 Devs can be territorial.\nConstant learning; if not, get rid of them.\n
- #45 Devs can be territorial.\nConstant learning; if not, get rid of them.\n
- #46 Devs can be territorial.\nConstant learning; if not, get rid of them.\n
- #47 Devs can be territorial.\nConstant learning; if not, get rid of them.\n
- #48 Communication with people inside and outside the company.\nOn and off the Internet.\n
- #49 Communication with people inside and outside the company.\nOn and off the Internet.\n
- #50 Communication with people inside and outside the company.\nOn and off the Internet.\n
- #51 Communication with people inside and outside the company.\nOn and off the Internet.\n
- #52 I don’t actually know what they want.\nTraditional salespeople are for later stage companies.\nShare story of creative sales comp package @ CM.\n
- #53 I don’t actually know what they want.\nTraditional salespeople are for later stage companies.\nShare story of creative sales comp package @ CM.\n
- #54 I don’t actually know what they want.\nTraditional salespeople are for later stage companies.\nShare story of creative sales comp package @ CM.\n
- #55 I don’t actually know what they want.\nTraditional salespeople are for later stage companies.\nShare story of creative sales comp package @ CM.\n
- #56 \n
- #57 Easy to remember, becomes difficult in the day-to-day to remember.\n
- #58 Easy to remember, becomes difficult in the day-to-day to remember.\n
- #59 Easy to remember, becomes difficult in the day-to-day to remember.\n
- #60 Easy to remember, becomes difficult in the day-to-day to remember.\n
- #61 Easy to remember, becomes difficult in the day-to-day to remember.\n
- #62 Easy to remember, becomes difficult in the day-to-day to remember.\n
- #63 Easy to remember, becomes difficult in the day-to-day to remember.\n
- #64 Easy to remember, becomes difficult in the day-to-day to remember.\n
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- #67 Multidisciplinary teams help with growth.\n
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- #69 I have employees asking me for these things.\nThey need to know where they stand.\nDesire personal improvement.\n
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- #71 Employees read into your words and actions.\nYou are their partner but also their leader.\n
- #72 Briefly touch on this.\n
- #73 Generally...\n
- #74 Generally....\nAnd that’s not to say existing talent can’t bring new ideas.\n
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- #82 It’s all about diversity.\n
- #83 Briefly touch on this.\n
- #84 Get ‘em while they’re young.\n
- #85 They haven’t been jaded yet.\nCan still break bad habits.\n
- #86 \n
- #87 Give special weight to potential.\nNot easy.\nFind overall smart people.\n
- #88 Typically one of the earlier employees who is good at teaching.\n
- #89 Gives them a sense of identity in the bigger picture.\n
- #90 Intern projects cause a rift between the intern and the other engineers.\nThe projects are cop-outs.\n
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