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The director had complained to his boss, the VP of Engineering, who admitted his hands were tied, as this was a “facilities matter,” and the VP of facilities reported to the CFO. So, this was a meeting of last resort, as the engineering director was making one last appeal to the CFO to keep his team in town.
If you can't find ten people who say they'll buy it, your company is bullshit. I say "find ten people who say they'll buy." If the VP of Engineering thinks the target customer is just like him/her, you're doomed. If there are millions, it's trivial to find ten. Short-sighted, no? But you're still not listening.
As your organization grows and you hire senior staff where you are no longer managing every employee directly the issue of how to manage people that are not your “direct&# reports arises. I spent a ton of time with the CEO and VPFinance understanding the businesses, its customers and its operational challenges.
The question is: How do you decide what role is most important to hire for? If I hire someone to do X, I’ll have time for Y and Z. Hire the best person for that role. For all possible roles, think of the perfect person for the job — a person so amazing you could never recruit them. How to determine (1)?
Projecting from the seed stage, there are two types of team-building topics you want to address – key senior hires and org-level team building. As the company progresses through product market fit (PMF), you will want to highlight other key senior hires required to scale and round out the functional expertise of the exec team.
And Sin-Mei Tsai , VP of Engineering at Shippo, discussed code quality. And she has just about completed 60 to 140 ( Ada is hiring !). Unlike “traditional” departments such as Engineering, Product, Sales, Marketing, BD, Customer Support/Success, People is a relatively new leadership function. Shared my thoughts with you!
The biggest difference between being a great functional manager and being a great general manager—and particularly a great CEO—is that as a general manager, you must hire and manage people who are far more competent at their jobs than you would be at their jobs. So, with no experience, how do you hire someone good? Probably none.
Don’t hire people with skills and qualifications similar to yours. Hire based on functionality and avoid having too many C’s. Hire based on functionality and avoid having too many C’s. Rather, give titles such as VP of Engineering, Product/Technology, Sales, Marketing, Finance, etc.
There’s a lot of debate surrounding the right time to bring executive level hires into your start-up. First, your hiring/team building strategy should follow two key rules. Founders should focus their time and efforts on the areas that create the most value. 2 nd hire: VP of Finance.
I first met Steve when he was VP of Engineering at Centerline software, a software development tools startup, and I was a junior in college. Kaufer originally hired writers to product professional reviews and allowed user reviews on a whim. Scaling Lesson 1: Focus On Finding A Great Business Model.
The challenge for the other founder is that as a startup evolves from “the jungle” (super early stages, chaotic organization, prior to achieving product-market fit) to the “dirt road” (developing some organizational maturity and initial product market fit), senior functional executives often get hired from the outside to take over departments.
He or she might call himself a “consulting CTO,&# “freelance CTO,&# “on-demand CTO,&# “CTO on call,&# “CTO for hire,&# or just a “technology strategy advisor.&# If you find him, he’s gold, and not only because of his knowledge and experience. For one thing, you’ll learn from his mistakes.
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