Founders should trust VCs' advice on the timing for hiring senior executives, as they often underestimate the need. However, founders should trust their own gut on the specific candidate, as VCs can be swayed by polished presenters who may not be effective day-to-day operators.
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To improve hiring decisions, founders should proactively meet top performers in roles they anticipate needing in 2-3 quarters. This isn't for immediate hiring but to build a mental model of excellence for that specific function and stage, which sharpens intuition when you do start recruiting.
When fundraising, the most critical choice isn't the VC fund's brand but the specific partner who will join the board. Sophisticated founders vet the individual's strengths, weaknesses, and working style, as that person has a more direct impact on the company than the firm's logo on a term sheet.
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."
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.
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.
Venture capitalists' common advice to 'up-level the team' with outside executives often overlooks a better option. Parker Conrad argues that promoting homegrown leaders is 'really underrated.' They possess deep institutional knowledge and established trust, which significantly lowers the risk compared to external hires.
Early-stage companies need experienced executives not just for their skills, but for their 'borrowed credibility.' A well-respected leader like former CEO Bob Muglia lent Snowflake instant legitimacy, which inspired belief in the team, reassured customers, and empowered the young founders.
Founders remain long after hired executives depart, inheriting the outcomes of past choices. This long-term ownership is a powerful justification for founders to stay deeply involved in key decisions, trusting their unique context over an expert's resume.
While it's crucial to listen to markets and clients, founders must also be prepared to stick to their convictions when investors, who may not be specialists in their niche, offer conflicting advice. Knowing when to listen and when to hold firm is a key startup skill.
Most VCs fail at talent support by simply matching logos on a resume to a portfolio company. A better model is to first embed operators (e.g., fractional sales leaders) into the startup. This provides the deep, nuanced context required to find candidates who fit the specific business and culture, leading to better hiring outcomes.
