Companies often hire growth leaders in a panic when growth stalls. A better approach is to hire when you have early signs of channel fit. This allows the new hire to scale what's working and build a team around that proven channel, rather than desperately searching for any that might work.

Early-stage founders often mistakenly hire senior talent from large corporations. These executives are accustomed to resources that don't exist in a startup. Instead, hire people who have successfully navigated the stage you are about to enter—those who are just "a few clicks ahead."

The ideal early startup employee has an extreme bias for action and high agency. They identify problems and execute solutions without needing approvals, and they aren't afraid to fail. This contrasts sharply with candidates from structured environments like consulting, who are often more calculated and risk-averse.

Delaying key hires to find the "perfect" candidate is a mistake. The best outcomes come from building a strong team around the founder early on, even if it requires calibration later. Waiting for ideal additions doesn't create better companies; early execution talent does.

When building core AI technology, prioritize hiring 'AI-native' recent graduates over seasoned veterans. These individuals often possess a fearless execution mindset and a foundational understanding of new paradigms that is critical for building from the ground up, countering the traditional wisdom of hiring for experience.

Actively recruiting entrepreneurs whose own ventures recently failed brings in smart, driven individuals with high ownership and a hunger to prove themselves. This is invaluable in the early, capital-constrained days when you need a team with a founder's DNA.

Founders often chase executives from successful scaled companies. However, these execs can fail because their experience makes them overly critical and resistant to the painful, hands-on work required at an early stage. The right hire is often someone a few layers down from the star executive.

Hiring someone with a prestigious background for a role your startup isn't ready for is a common mistake. These hires often need structure that doesn't exist, leading to their underutilization and boredom. It's like using a "jackhammer when all we needed was a sturdy hammer."

Don't default to hiring people who have "done the job before," even at another startup. Unconventional hires from different backgrounds (e.g., archaeologists in customer success) can create unique creativity. The priority should be finding the right fit for your company's specific stage and needs, not just checking an experience box.