By Laura Remaker
Laura Remaker has over a decade of C-level HR and talent acquisition experience, notably influenced Philly startups like Greenphire, Spring EQ and Getta as Head of People Operations. She currently serves as the Chief People Officer (Fractional) at Stuzo, Mural Health, and Auxilius. Laura also co-founded G2 Startup Advisors to offer strategic support to Series A, B, and C tech startups.
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As a startup founder, one of your most crucial tasks is assembling the right team to help bring your vision to life. In the early stages of your company, every hire can make a significant (positive or negative) impact on your company’s trajectory. But with limited resources and a need for versatility, knowing exactly whom to bring on board can be a daunting task. Let’s explore the types of employees and roles that are essential for your startup's success during its formative stages.
Complementary Co-Founder
The most important quality in any startup founder or leader is self awareness. Before you start building a team, you need to fully understand your strengths and weaknesses and hire folks who complement your talents. Look for a co-founder with a different set of strengths and expertise who handle areas you might be less familiar with. The thing you need to have in common, however, is drive. You both need to bring equal passion, hard work and dedication for this partnership to last the test of time.
The Tech Wizard
Next up, you need someone who can build the product. If your startup is tech-oriented, having a CTO or lead developer is critical. If you and your co-founder have some business experience and management experience under your belts, don’t be afraid of hiring a Tech Wizard more junior in their career who is looking to take their next step. You will need them to be able to both code and architect scalable solutions, so make sure you interview for both technical chops and business acumen.
The Hustler
No matter how great your product or service is, it won't matter if you can't sell it. Hire someone with a strong sales track record, who can help you refine your messaging, identify target markets, and generate leads. This individual should be a natural relationship builder. Are they likable? Would you buy what they are selling? If the answer is yes, bring them in.
The Swiss Army Knife
In the early days, you need individuals who can wear multiple hats and thrive in ambiguity. Look for a versatile employee who is not only skilled in their primary area but is also willing to pitch in wherever needed. You need someone who can switch between operations, marketing, customer support, and more without skipping a beat. Maybe they’ll be your VP of Operations one day, but for now, give them a title they like and some brick walls to run through.
This core group can get things moving, but there are still a lot of roles that need to be played. Depending on you and your co-founder’s strengths, you may soon need to hire a Finance Guru and a People Person. Lean is the name of the game at this stage, so be thoughtful when you start to grow past your core team. Have both milestones and calendar dates for when you are going to evaluate your current team’s performance, workload, output and the need for additional hires. During the first 12 months you should review this quarterly, with consideration for both sales and product milestones. If someone isn’t working out, make the tough call early
Launching a startup isn't a solo journey – it's a team sport. Your success hinges on assembling a squad who share your passion and hunger for success. Don't just hire for skills; hire for attitude, drive, and a relentless pursuit of excellence. The right team by your side greatly increases your chances of success.
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